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We are on the cusp of a revolution in the way work and labor are done. The changes are generating chronic insecurity and worsening inequality. Put bluntly, in the past three decades, a global market system has been emerging, aided by economic liberalization policies, a technological revolution based on electronics that has facilitated changes in organizations and a dismantling of the firm and a shift of bargaining power from workers to capital.

In their wake, a new global class structure has taken shape, with one mass group, the precariat, at its core. It consists of millions of people being forced to accept a life of unstable labor, in an almost bewildering array of statuses that mock conventional labor statistics. That goes well beyond casualization. The most rapidly growing type of labor goes under the confusing term of "cloud" or "crowd" labor. We will come to that shortly.

Most importantly, the precariat has no secure occupational identity or narrative to give to their lives. They have no corporate narrative either; their employers come and go, or are expected to do so. And, the precariat must do much unremunerated work-for-labor alongside any labor they do for remuneration.

Our labor statistics do not reveal how much work-for-labor is done, but it is substantial and growing. Think of how much time is spent looking and applying for jobs. Some of those who have read my book on the precariat have told me they have applied for thousands of jobs. This is scarcely leisure; it is work.

We are on the cusp of a revolution in the way work and labor are done.

The same applies to the training and re-training that many do, only to find that what they learned is out of demand by the time they finished. Then there is the growing amount of time spent in filling forms for benefits or services. There is also the vital time-using activity of networking, mainly with people from whom one may hear of casual jobs or who could offer support in times of need. And many in the precariat know they have to spend considerable time just waiting for opportunities to arise.

This is also the first working class in history in which the average (modal) level of education is above the average level of labor they can expect to obtain. This creates considerable status frustration. Our workforce is much more skilled than our statistics suggest.

The precariat is also the only class that must rely almost solely on money wages. Unlike the salariat above them, which has employment security, good salaries, access to capital income and a widening array of non-wage benefits, such as paid holidays, pensions, sick pay and sick leave, the precariat has none. This is one reason why conventional income statistics underestimate inequality.

The problem is compounded by the fact that real wages have been stagnant or falling for the past 30 years. This is not just an American reality; across other industrialized countries, the story is the same. In addition, those in the precariat live on the edge of unsustainable debt, in which one misjudgement, illness or accident would lead to ruin.

To compound the income insecurity, the precariat has no access to rights-based state benefits. Even if they gain means-tested benefit, they fall into poverty traps, where going from meagre benefits into low-wage casual jobs means they face marginal tax rates well above what higher income groups face, acting as a disincentive to take the labor.

This is the first working class in history in which the average level of education is above the average level of labor they can expect to obtain.

Finally, the precariat is the first class in history that is losing all forms of rights -- civil, cultural, social, political and economic. This is documented in my book, "A Precariat Charter." To give just one example: Cuts to legal aid mean the precariat, and the under-class below it, cannot afford to take the risk of legal cases, which is why most plead guilty to lesser offenses.

So, the precariat has no security, has volatile and falling incomes and is losing rights. But what will be the impact of cloud or crowd labor? Informed observers predict that within the next decade one in every three labor transactions will be done online, as part of what is misnamed the "sharing economy." Already millions of people around the world are doing what should be called "tasks," via labor brokers or "requesters."

We should differentiate between three entities involved. First, new corporations, such as Uber and Airbnb, are rentiers, controlling the technological apparatus, the apps. They are booming. Uber has become the most valuable American company of its generation, growing faster in its first six years than Facebook did in its first six. It is valued at $50 billion, and is operating in 311 cities in 58 countries. Airbnb, by which people rent out their homes, is valued at over $24 billion, more than twice what it was a year ago, and is operating in more than 34,000 towns and cities around the world. Many other platform companies are coming up in their wake.

These platforms are rent-takers, labor brokers, taking about 20 percent from all labor transactions. Unlike the great corporations of the past, they do not own the main means of production, the cars, homes or other equipment. They are rentiers.

The precariat has no secure occupational identity or narrative to give to their lives.

The next group has received less attention. These are the labor requesters or middlemen that exist in some sectors. They, too, receive rental income; they do not do the actual labor.

The third group consists of taskers, which come in three forms. The first are in the on-demand -- or, more cruelly, "concierge" -- economy, linked to the rentier corporations by the apps, and who are neither self-employed nor employees in the classic sense of those terms. The court cases brought on behalf of these taskers to try to establish that they are employees, and thus covered by labor regulations and entitled to certain benefits, reflect the fact that the old system is inadequate for current realities. We need to overhaul labor statistics and develop new regulations. They are not employees, since they are not directly supervised, own the main means of production and, in principle, have control over their working time. They also must do a lot of work-for-labor, unremunerated. They are not self-employed either in that they depend on the labor broker for access to the apps. But they have to bear most of the risks, of accidents, ill-health, repairs and maintenance. They are well within the precariat.

There has been too much romanticising of this type of tasker, with Uber among others trying to give the impression that most of those doing the tasks do them on a part-time basis, to supplement their regular income. Although more evidence is needed, it seems rather that globally millions doing menial tasks are otherwise unemployed or in very low-paid activities.

A second type of tasker is in the crowd labor pool, an expanding part of the global labor market. Estimates of the number involved are bound to be hazy, but some suggest that already over 12 million people are in it, one third in the USA. These are the most exploited and most likely to self-exploit of all taskers.

What happens is that platform companies contract to have certain jobs done for corporations, and in turn designate labor requesters to contract out jobs to people invited to compete in a Dutch auction. Requesters announce that so many tasks are up for bid, with a stipulated deadline, and that bidding will close within, say, five days. Often, the requester announces at the outset a maximum piece rate. Then taskers can bid to undertake as many tasks as they think feasible at a price they think is right. At the end, requesters select from the lowest bids.

New parties in many European countries openly associate themselves with the precariat, and are developing new policies suited to it. Politicians of all hues should take notice.

So, somebody in Boston can be competing with someone from Bangalore or Accra. This is invidious, since the most insecure will tend to bid the lowest. As they do not know how many are bidding or where they are, they may believe competition is more intense than it is. For the broker, that is ideal. And the tasker has no assurance he will be paid. If a broker, based in New York, decides that a tasker in Dakar did not do something well enough and refuses to pay, in practice the tasker has no means of redress.

The third type of tasker consists of those who are nominally employed on a full-time basis but who are paid only for the hours in which they actually work, as defined by the broker. This is a growing ruse. One term for it is "zero-hours contract." People in such situations must be on standby at almost all times and must travel to and from workplaces without compensation, often not knowing if they will obtain paid labor or for how long.

The growth of all these forms of tasking is sure to have profound effects on the labor market, not only offering low earnings for those directly involved but also depressing the incomes of those with whom they are competing, such as regular taxi drivers or guest house workers. They put people in risky situations. Some will do fine. But too many will under-insure or not appreciate the depreciation in their cars or homes.

They are all part of the precariat, which has been neglected by the politicians of the center-right and center-right. Part of the precariat, those with little education and looking back at lost working class lifestyles, are listening to the appeals of populists and neo-fascists, who blame their insecurity on migrants, minorities or some other group that can be demonized. But part of the precariat, the more educated, is increasingly angry because they feel they have no future, and are being denied the opportunity to develop themselves through work. This is the growing part in many countries. Until 2011, they were dropping out of politics. Since the Occupy Movement, the indignados and other protests, that has begun to change. New parties in many European countries openly associate themselves with the precariat, and are developing new policies suited to it. Politicians of all hues should take notice.

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Professional athletes push their bodies to the limit every time they perform in high level athletic competition. The key thing to note about athletes pushing their bodies to the limit, is that it is a constant push of extreme exertion season after season. When this continued pressure is placed upon the body, it begins to weaken from being under so much force and can eventually breakdown.

Professional athletes can't afford for their bodies to completely break down early and prematurely force them out of competition. If it happens, then their livelihood is threatened because multi-million dollar contracts and endorsements will no longer exist. Therefore, athletes monitor the ongoing performance of their bodies in order to know if they are losing or gaining in their body's ability to compete at an elite level. But even with around the clock team trainers and excellent eating habits, situations occur where an athlete's body is put through extreme stress. These situations of extreme stress are injuries.

Injuries are something that no athlete wants to go through but they are almost inevitable when your career is within professional sports . When injuries do occur; the time between injury, surgical operation, recovery and back to competing at a high level is a major concern that is carefully monitored. And the responsibility of effective maintenance after an injury occurs, rests firmly on the shoulders of specialized surgeons, who are tasked with the role of transforming injured athletes back into high performing competitors again.

American sports leagues are multi-billion dollar businesses that are built upon the entertainment provided by professional athletes. If athletic performances were to suffer than the business model that professional leagues operate upon would also suffer in the process. Therefore, these professional leagues need elite surgeons on call who can effectively repair athletes so that they can get back to performing for their teams as soon as possible. This not only helps athletes so that they can continue to earn money, but this also helps the athlete's team and professional league continue to earn money.

When it comes to professional athletes, injuries can happen to any part of their body. That means surgeons specializing in particular operations must be immediately available in order to swiftly take care of injuries before they worsen. From a specialized hand specialist to famed athletic surgeons, such as James Andrews, there are experts on speed-dial that help both athletes and their teams stay calm when disaster strikes. This is very important when so much money is on the line.

Take for instance the current situation going on with the Dallas Cowboys and their injured star players. Both Tony Romo and Dez Bryant are injured and the Cowboys have been losing games they may have won if they had a healthy team. This is a team that was favored to make a Super Bowl run and now has a losing record. Their team owner, Jerry Jones, and fans are eagerly waiting for Romo and Bryant's return so that they can get back to winning. But this can only occur if they have been properly repaired to get back on the field and play at elite levels.

That is how important surgeons are to the business of professional sports. They play a role in winning and losing. They play a significant role in players having the ability to sign lucrative contracts, despite past injuries that were viewed as career ending injuries. The list of professional players whose careers were preserved due to highly effective surgery goes on and on. From Peyton Manning to Drew Brees, professional athletes have suffered severe injuries that were only corrected due to the work of world class surgeons. When injured athletes are able to return to your favorite team and help them win, be sure to thank the surgeons who are in the business of helping professional players and their leagues stay in business.

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It's one thing to find a great consumer product or service you really like to use, but it's another thing altogether to discover something so good that it seems to really get you. In college, and for years after, I drove a Honda Accord hatchback and put more than 300,000 miles on it. That old car just fit me and my life perfectly. More recently, Dish satellite TV is one example of a service that just gets me. It works the way I want (and expect) and offers levels of service that usually make sense. As a result, I've been a customer for many years and use it all the time. I'd put the Starwood Preferred Guest rewards system on the same list, too. They're both just right.

When it comes to cars, it's harder to find a car that really feels like the designers and planners truly had me (or someone like me) in mind. There are plenty of good cars, but that's different than one instantly giving you the "Juuust Right" feeling. Here are five cars that feel exactly like Goldilocks' last bowl of porridge.

2015 Chrysler 200 -- I know, it sounds like a punch line. The previous 200 wasn't good, but the car was completely redesigned for 2015, and everything changed. The interior is surprisingly elegant, especially in the 200c version, and the car is both good-looking and fun to drive. Opt for the V6, and there's a cool exhaust note. It's the best combination of a compact and full-size sedan. In my perfect world, the back seat would be a tiny bit bigger.

2016 FIAT 500X -- I don't like small cars, so the 500X was probably doomed in my "bigger is better" book from the start. However, the 500X doesn't have any of the usual small-car issues. The ride is reasonably smooth, but handling is excellent. Too often engineers opt for race-car-like handling to mask the car's inherent low-buck feel or opt for super-soft suspension to hide antiquated mechanicals or to appeal to long-distance commuters. The 500X does neither. Ride and handling balance are on par with Europe's best. The cabin even stays quiet on the highway. If you're considering a MINI Cooper, test drive the 500X. However, don't be fooled by the FIAT 500L; it's a completely different car than the 500X.

2015 Acura RLX -- Here's a short list of qualities you won't have with the Acura RLX: blistering speed, aggressive styling, razor-sharp handling, bling factor set to 10 and, finally, impressed neighbors. Acura's RLX is subtle in almost every way. The exterior look is low-key, the interior is plush but not ostentatious, the engine delivers smooth and confidence-inspiring power, and RLX engineers clearly emphasized ride comfort over track-ready handling. That's all fine by me. I know 310 horsepower isn't huge (even the Honda Accord Touring has 278 hp), but the RLX just works in a seamless manner. For me, it adds up to a car that's just right. The only drawback is the Acura RLX costs $55,000.

2016 Subaru Legacy -- With many car owners holding on to their cars for more than a decade, the new car-shopping experience is bound to hold a few surprises. Subaru is one of those pleasant surprises. The Legacy is the perfect balance of fun and frugality. All-wheel drive is standard, and Subaru has excellent safety features, including EyeSight, which can warn the driver if a front-end collision is imminent and even help avoid the collision altogether. No one will mistake the Legacy's interior for a Mercedes-Benz, but it is comfortable and functional, with a look and feel putting it in on par with cars such as the Honda Accord. There's an effortlessness to driving this car, somehow combining fun with a laid-back quality. Also, the tech on past Subarus has been clunky at best, so the new tablet like interface is a welcome addition. Base price for a new 2016 Subaru Legacy is about $22,000.

2016 Lexus RX -- This one is surprising to me, since I'm typically not a huge fan of Lexus, or SUVs in general. However, after a day of driving the new Lexus RX, I found it to be an excellent luxury vehicle; in fact, it's one of the best all-around luxury vehicles regardless of price. Lexus has really cranked up the volume on luxury in recent years, and the RX is proof their formula is working. From behind the wheel, the RX feels more like a car and less like an SUV. Also, there's a new F SPORT hybrid (basically, a sporty fuel-sipper). It sounds crazy, but it really works, and this is the best version of the RX in terms of performance, comfort and economy. The 12.3-inch display screen is amazing, and the Remote Touch controller is intuitive once you figure out what it can do. Finally, the Mark Levinson audio system and Harman's Clari-Fi make compressed files and satellite radio sound great. Every luxury automaker needs to have this system.

2015 Nissan Rogue - I wasn't expecting to like the Rogue, but I have to admit, it's probably the best car of its kind. Again, it's not flashy or impressive at the curb, but there's something about the way the Rogue combines classy and functional that is very appealing. In a new era of less is more, the Rogue is perfect. It's the smallest car most families can live with without feeling cramped or like they had to save money by getting a cheapie.

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At times work is frustrating, we get feedback that is inelegantly put, we feel attacked personally (in contrast to the suggestion all leadership books offer to criticize the content of work, not the person) and sometimes we are embarrassed when we make a mistake, or we get feedback that is spot on, but we are just tired from working hard to deliver and are upset we missed the mark. Sometimes home life is getting to us and we are at the end of our rope so hyper sensitive. All these situations can lead to women tearing up at work.

At a recent workshop I delivered on influence and executive presence, a woman wanted to know why she could not feel free to cry at work, since it is an authentic human emotion. She reasoned that it shouldn't be a stigma anymore with so many women in the workplace, and, after all, it is just expressing an emotion. Many women believe if the reason they have to hold back from crying at work is because it makes men uncomfortable -- men need to adjust and realize it is simply the way some women react. Women go to tears when men go to anger as an emotional response, in part because boys are taught it is not OK to cry at an early age and girls are not taught the same thing, so there are socialization issues that impact us as adults. And many men believe women use tears in a manipulative way, in part because some women do, and in part because men don't know what to do in response to a woman when she is crying so they feel out of control (and that can feel manipulative to some).

My recommendation to women reinforces the research done in this study. I agree women need to limit crying at work only when speaking about situations such as critical illness, death, or catastrophe (not project related but world related like 911, or a devastating typhoon.) We are human beings and when explaining that you have to leave or take a call because your family member is in the hospital with a critical condition, a death in the family, or dealing with a crisis like fire/flood/hurricane etc. that impacts you, or those you know, it is fine to show emotion including tears.

We can educate our partners/spouses about our going to tears quickly, what that means, and how to support us, but we can't do that with all of the people who work with us. They don't have the level of commitment to us that is required to work through each of our underlying issues, nor should they in a work environment.

So what about those of us who cry easily? What can we do about our natural reactions at work? How do we retrain ourselves without sacrificing authenticity? If you find yourself tearing up at hearing feedback, or being criticized/challenged in a meeting with a group of people, someone is unkind to you at work, or your project is derailed or cancelled, there are some strategies that you may want to use to avoid public tears. Because those tears, while simply a natural reaction for you, are undermining your authority, your ability to influence, and perception of you as a leader.

A few things I've used (as someone who was a natural crier for years) that have worked for me include:

Rather then focusing on what is happening to me, I put myself in the other person's shoes -- it is always challenging to deliver difficult messages. If someone is spending the time 1:1 giving me feedback either formally or informally as in a performance review, I focus on acknowledging him or her. I think about how much courage it takes to give negative or constructive feedback, and I start by thanking them. This gives me a way to shift the focus from me to the person giving the feedback and can be done even when the feedback is not delivered in the most elegant or thoughtful way.

Next, I ask for time to reflect on what was shared. "I appreciate your feedback and want to take some time to reflect on it before I respond so that I can be thoughtful and thorough in my response. Can we meet again on "X" date and time to follow up?" This gives you time to get out of the situation before you tear up and gather facts as needed to put together a thoughtful response. It also does not force you to deal with the feedback on the spot while you are emotional. When you do meet again you will be prepared, so you will be more in control with notes on facts and data if you want to dispute the feedback, or ready to accept it with a plan for correction if you accept it (or some combination of both.)

When the urge to cry happens in a group setting, sometimes the only option is to excuse yourself and get out of the situation to regain your composure. Sit up straight; hold on for just a few moments until you can get outside of the situation. You can say in as powerful a voice as possible, "I will be back in a few minutes and address this, please excuse me." Or if you are in charge and losing control of the room say "I want to address this but we all need a break right now. We will take 5 minutes and get back to this when we return." Then immediately get up, walk right out of the room with your head held high and go directly to the ladies room or your office if it is private. Not ideal, but if you need to cry, go into the ladies room and cry in private, then use a power pose for two minutes (check Amy Cuddy's TedTalk) to regain composure. While you may be tempted to cry on the shoulder or vent to a friend during this time, you are better off getting yourself in control by doing a power pose and regaining your power. While venting or getting support is wonderful, it will not likely stop the flow of tears and that is what you need in the moment, so save support for a bit later and you will have more clarity about what you need then as well.

The goal of these strategies is to focus on a being centered, strong, and confident influential leader. Coming from this position, your focus is on being thoughtful about the person giving feedback or causing you to have the upset. Help colleagues get better at feedback and collaboration, keep it about the topic or issue -- if not personal, it makes it easier to disconnect the emotional hooks. And, shed fewer tears.

Holding back from crying does not mean you are inauthentic, it means you are thoughtful about when and where to express emotion. You can be an emphatic leader who demonstrates strong emotional intelligence and feel more in control over your emotions. Given women continue to have multiple barriers to advancement, let's remove this one. If you have a strategy that works, share it, we all can support one another in advancing.

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You would think a corporation with high-priced "talent" in its executive suites could imagine the risks---to the corporation if not to consumers or their own employees---if it crossed the legal line. Of course, you'd hope those executives wouldn't even think of crossing that line. But if they did, you'd think they could imagine the worst-case scenario---corporate ruination---if their illegal risk-taking blew up on them.

Ruination, as in: Plummeting stock price. Screaming headlines. Recalls and fixes. Hearings and investigations. Lawsuits and damages. Employees thrown out of work. Consumer trust destroyed. Possible liquidation of the corporation itself and extinction of the brand. Prison. Ruination of a graphic and no-kidding kind.

Most corporations, through continuous mission review, operate with a sound sense of corporate self-survival. But in several outstanding cases of late---Volkswagen, General Motors, Peanut Corporation of America---apparently not. The consumer is left to wonder: What were they thinking? And if a corporation's product could kill them---such as a car or food---the consumer understandably becomes livid.

Take Peanut Corporation of America: Astoundingly, it knowingly shipped salmonella-tainted peanut butter paste to companies that then, unknowingly, used it to manufacture products such as cookies, crackers, and airline snacks, ultimately killing nine people and sickening as many as 20,000 others. Even though lab tests showed salmonella in their product, the bottom line trumped lethal implications: Emails from the CEO ordered employees to "Just ship it" and "Turn them loose" and complained that delay "is costing us huge $$$$$."

That CEO was recently sentenced to 28 years in prison, longest sentence in U.S. history for a food contamination case. Also doing time are his brother, the company's food broker, and (sick joke) the company's quality-control manager. Apparently, at no time did the brothers game out the downside of their criminal machinations, but doubled-down on them over the two-year period of the outbreak (2008-09). Meanwhile, their quality control was a joke: Despite lab reports showing otherwise, the company created fake certificates affirming salmonella-free product. So much for public safety.

General Motors, likewise astoundingly, continued manufacturing---for more than a decade---certain models whose ignition switch could automatically shut off the engine when the car was in motion, as attested to by upset customers and dealers. Exacerbating the problem: When the engine shut off, the air-bag could not deploy, which in a crash could be life-saving. The crash statistics: 124 dead and 275 injured, 17 of whom included brain damage, paralysis, or amputation (also here). Yet only recently, in 2014---despite knowing of this problem as early as 2001---did GM issue recalls of the questionable models.

Why didn't the red light go on at GM, signaling an imminent P.R. disaster for the company, not to mention a human one? Corporate culture may be the problem, according to an internal investigation: It cited a "resistance to raising issues" and "information silos" that block information-sharing. It also noted employees and managers were urged to report "smart," not use words like "defect" but neutral ones like "issue." Cost concerns also leach the human from the equation: A GM manager closed down an investigation into the ignition defect, saying the "lead time for all solutions is too long," "the tooling cost and piece price are too high," and none of the proposed fixes "represents an acceptable business case." Clearly, "business case" needs rethinking.

Perhaps GM's new CEO, Mary Barra, can rescue the company. Certainly she came in asking the right question: What took the recalls so long? She is also endeavoring to put the customer first and foremost in the company culture. But it remains to be seen if GM can recapture its storied name, given the raft of lawsuits, hearings, and even more recalls. (The regulatory agency overseeing GM, the National Highway Traffic Safety Administration, also needs to step up its game: It repeatedly held there was insufficient evidence to merit an investigation of the ignition problem.)

And now, the scandal commanding headlines is Volkswagen. Astoundingly---pardon the repetition, but it's the best word describing all these scandals---for seven years, since 2008, Volkswagen has been installing a "cheat device" in their diesel models that turns off the emissions system when undergoing an emissions test, but out on the road spews 40 times the legal levels permitted. The hypocrisy: proudly touting "clean diesel" while pumping ungodly amounts of toxics into the atmosphere!

VW stock has fallen 30% and market value 43% since the scandal broke; VW owners trying to resell are finding few buyers for their car, diesel or standard. But this is not only a corporate and consumer scandal, it is a national scandal for Germany: Vaunted "German engineering" and the country's post-World War II rehabilitation as honest and trustworthy have taken hits, while the government expresses grave concern for the economy if its biggest manufacturer and biggest exporter falters. In Wolfsburg, the one-company town where VW is headquartered, a local newspaper reports workers and residents gripped by tension and fear.

Why didn't the red light go on at Volkswagen? The CEO during this era was famously ambitious, determined to grow market share in the U.S., where there's room for growth in diesel sales; he was also famously a bully of subordinates in the pursuit of those ambitions (he resigned when scandal broke). But VW managers are likewise famously known for their engineering prowess (also here): Did they not engineer a worst-case scenario, mapping out the ruination to come if they proceeded with the cheat device, and present it to the bullying CEO? As to the cheat device, with so many engineers in the mix, it beggars belief for them to claim ignorance.

And it beggars belief that no one---no one?---in the executive suites of these three
corporations saw catastrophe coming. Thus it is---through self-inflicted wounds, blindly delivered---the world's largest carmaker (VW) and second-largest (GM) are brought low and the Peanut Corporation of America is done and liquidated.

We all know of course about company loyalty and peer pressure and competitive career tracks getting in the way of reform, but they all count for nothing if the company is damaged or disappears. Why is it such a rare thing to see company loyalty translate into constructive self-criticism and course correction? Why should peer pressure keep one from raising the alarm about practices that could destroy the company the peers all serve?

Why is it almost unheard of for a corporate figure to make the moral case, that pushing bad product---salmonella-tainted food, a faulty ignition switch, a cheat emissions device---is simply wrong?

And how is it possible that a CEO who brings disgrace to the company, as in VW's case, gets a $66.9 million farewell package?

What would it take to make a corporation reform, apart from management growing a conscience? Perhaps a consumer advisory board, to convey the consumer's point of view, but only if it reported directly to the CEO. A staff ethicist might instruct the corporation on its compact of trust with the consumer and the public. A staff filmmaker might make a "The Day After"-type film, to make graphic the human and corporate toll when risk-taking goes bad or fatal (the lawsuits, the hearings, the coffins, etc.).

Even better at painting a worst-case scenario: a staff eschatologist, to map out the end-times of the corporation, complete with liquidation and extinction of brand, if redemption and reformation don't occur.

It also might focus a corporation's attention if its executives were brought up on murder charges. Unbelievably, legal action against Peanut Corporation and General Motors for fatalities caused by their products has been, of necessity, prosecuted as fraud cases, not manslaughter (also here). As the federal prosecutor who negotiated a settlement with GM said in his press briefing, it is not a crime "to put into the stream of commerce a defective automobile that might kill people." The law on this point would need changing, but if murder charges were added to the worst-case scenario of corporate risk-taking, we might see greater corporate responsibility.

Whatever the means, corporations need to imagine---fully imagine---their ruination if a company practice has bad results. It means taking full responsibility, maturing as a corporation. It could also mean---imagine this---lives saved and trust restored.

Carla Seaquist's latest book, "Can America Save Itself from Decline?: Politics, Culture, Morality," is now out. An earlier book is titled "Manufacturing Hope: Post-9/1 Notes on Politics, Culture, Torture, and the American Character." Also a playwright, she published "Two Plays of Life and Death," which include "Who Cares?: The Washington-Sarajevo Talks" and "Kate and Kafka," and is working on a play titled "Prodigal."

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Much has been written, and thankfully so, about how workers can better manage the intersection of work and life. From calls for paid parental leave and workplace flexibility, to columns on compulsive scheduling, there is no shortage of calls to action, advice, and how-to's related to work-life balance. And National Work and Family Month brings awareness to the work-life movement annually each October. This dialogue is great and certainly needed. However, many readers are often not in a position to implement many of the suggestions advocated by work-life experts. For example, workplace flexibility is likely not an option for nurses and teachers. A nurse cannot decide to duck out of work for an hour to watch his or her child's school play. Doing so would leave patients unattended to and could cause serious problems in their workplace. Therefore, managers should consider a way to foster more work-life balance before employees are even hired.

That is why I want to briefly talk about a technique hiring managers, human resource professionals, and anyone else involved with the recruitment of new employees can use to help workers balance work and life: the realistic job preview (RJP). This recruitment technique is not new, but it has typically been used to reduce turnover, or employees voluntarily quitting. That is, prospective employees are told favorable and unfavorable information about a job so that they can opt out of the job application process if they do not like what they hear. The intention is to keep applicants from taking a position, only to quit a few months into the new job.

However, RJPs can also be used to help employees manage the intersection of work and life by adjusting their expectations. Here's how: suppose a prospective employee, a Millennial named Olivia, comes in for an interview at your workplace. As is the case with many Millennials, Olivia strongly desires balance between her work life and personal life. So, in addition to telling Olivia about all of the great aspects of the job and the organization, you might tell her about the mandatory Saturday workday each month or the required business travel away from home each quarter. By taking this approach you are helping Olivia manager her expectations for work-life balance.

Now, you might be thinking, "won't this negative information cause all the good job candidates to opt out?" Not exactly. A classic study on this showed that job applicants receiving RJPs had feelings of trust towards the company, and a second study showed that RJPs made the organization look more attractive to applicants. So the next question you may be thinking is "do you have evidence that RJPs can actually help work-life balance?" I'm glad you asked!

Research I conducted with colleagues from the University of Mississippi and Saint Louis University, and recently published in the Journal of Applied Management and Entrepreneurship, found that those job applicants who received an RJP were less likely to report imbalance between work and family. The key here is expectations. As I wrote about in a previous piece in the Huffington Post, expected negative outcomes are viewed as less repulsive than unexpected negative outcomes. When Olivia accepts your job offer and subsequently has to work a few Saturdays each month, it will not come as a shock to her. She was made aware up front that Saturday workdays, business travel, and so forth are possible. Does the RJP make Olivia excited about working occasional long hours or traveling to the other side of the country for business? Not necessarily. However, knowing this up front allows her to adjust her expectation of balancing work and life. She may also use the information about work hours and travel obtained in her RJP to begin a conversation with her spouse, children, friends, and others about how their work-life balance may look in her new job.

If you are ready to try this simple technique with those you will be interviewing in the near future, follow these simple steps:

1) Follow all interview protocol set forth by your organization. You want to be sure to NOT ask questions that would violate anti-discrimination laws (e.g., How many children do you have?)

2) Be sure to present the applicant with information about work-related factors that could potentially impact work-life balance. This may include but is not limited to:

work hours

work travel

weekend work hours

whether there is work hour flexibility or not

whether work-from-home is an option or not

That's it! You have provided the job applicant with an RJP that may assist them with balancing work and life! While the RJP may not revolutionize the way we view and pursue work-life balance, it is a small step we can take to help others find balance between work and life.

What do you think? Can an RJP help prospective employees with their work-life balance? I'd love to connect on Twitter and hear your thoughts: @ProfessorRWC

-- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

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Entrepreneurs are supposed to be the face of their respective companies, but these seven costly mistakes can interfere with that role.

Every company has a brand -- an image, a reputation, and a persona that defines that company's character and reputation. What most people don't realize is that you can also establish and build a personal brand -- an image, a reputation, and a persona that defines your own professional character and reputation.

When working together, a strong corporate brand and a strong entrepreneurial personal brand can work wonders for attracting new business, but too many mistakes can compromise the entire operation. Be sure to avoid these seven personal branding mistakes as you build a reputation for yourself:

1. Neglecting to use personal branding altogether. The first mistake is by far the most egregious and damaging, but hopefully if you're reading this, you've already avoided it. A personal brand is almost necessary for an entrepreneur in today's world.

2. Not establishing a consistent persona. Just like a corporate brand, a personal brand has to be consistent to be effective. Know who you are, what you're good at, and what your goals are.

3. Being fake. Even though you can craft and customize different attributes of yourself in a public context, it's a good idea to remain sincere and true to yourself. People want to deal with other people--not with fictional characters.

4. Never guest blogging. Guest blogging is your greatest tool to success. Start out small by writing for other local establishments and niche blogs in your industry, then scale up to more authoritative and visible publishers.

5. Not getting social. Social media is how most personal brands build their empires. Get involved on as many platforms as possible, and don't neglect local networking events!

6. Skipping out on local opportunities. There are tons of opportunities to build a reputation for yourself in your own city. Get involved at conferences and speaking events.

7. Forgetting about your followers. Respond and commune with your followers regularly; build actual relationships with them.

If you can avoid these personal branding mistakes, you'll have a far greater chance at making a lasting impression with your personal brand. Work together with your corporate brand for the best possible results.

Bio:
Jose Vasquez is a serial entrepreneur and tech enthusiast dedicated to helping startup technology companies get the direction and momentum they need to succeed. As the founder of Build. Brand. Blast., Jose has established a collective resource for tech entrepreneurs to consult when brainstorming, creating, launching, or expanding a new business. Jose is also the founder and CEO of Quez Media Marketing, a marketing firm that combines technology and creativity to help new and growing companies get the results they need.

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-- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

With a net worth in the billions of dollars, you would never have guessed it. But, lo and behold, Donald Trump has filed his businesses for bankruptcy four times since 1991. Was this a mistake? Did the billionaire Trump make a fatal error that caused his corporations to collapse? Just the opposite, in fact. Trump says that every bankruptcy filing was strategic. He even goes further to expand his strategy to the business community, in saying that every high-level business man should take advantageous of the laws, including the laws of bankruptcy. To understand Trump's decisions, we fist must understand the full situation behind his actions.

While Trump's businesses have filed for bankruptcy (on his behalf, of course,) Trump himself has never filed for personal bankruptcy. From 1991 onward, four of his businesses have filed for Chapter 11 restructuring. For a more in depth look at Trumps bankruptcies, take a look at a review of his bankruptcies. On a high level, here is how the Chapter 11 filings turned out:

1. Trump Taj Mahal, 1991

Trump had initially financed the establishment by selling north of $1 billion of "junk" bonds, with a promised return of 14 percent interest. When the economy tanked, the Trumpt Taj Mahal was over $3 billion in dept. What Trump then did, to make amends with his lenders, was giving up half of his ownership state and selling his plane and yacht.

2. Plaza Hotel, 1992

In 1988, Trump put in $390 million for the Plaza Hotel in New York. Four years later he found himself in the middle of a difficult divorce, and filed the Chapter 11 for a second time. In doing so, Trump forfeited 49-percent of his ownership to Citibank and removed his salary. In the next three years, Trump sold the Hotel to pay off his creditors.

3. Trump Hotels and Casino Resorts, 2004

Trump Casino Resorts and Hotels began initially as a holding company for Gary, Ind, and the Trump Plaza. In 1995, when it went public, it also acquired the Trump Taj Mahal, Trump Marina, and the Trump 29 casino. Trump then gave up 20 percent of his ownership, and put $72 million into the company from his own pocket.

What then, were the factors that enabled Trump to create his fortune?

Trumps father has created a massive real estate company worth $200 million by the time he passed away in 1974. The money was split between each of his five children. Trump received roughly $40 million. A mere eight years later, Trump had an estimated net worth of $200 million. Today, Trumps net worth hovers around $3billion.

Here is the interesting part. Rather than go off and become and tycoon entrepreneur, had Trump merely invested his father's money into a regular index fund like the S&P 500, he would have roughly the same amount that he has today. In other words, Trumps personal investments would have been better off placed in the stock market.

Here are a few things we can take away from Trump's story:

Never over-leverage your business. Never take out large loans to develop an entity, because you could fail to repay your creditors.

Don't assume that Trump's chapter 11 filings set a precedent. In fact, in the last couple of decades, only 5% of large companies have filed for even one bankruptcy, much less four bankruptcies.

Focus on your personal brand. Despite his mistakes in investment, Trump is a celebrity and a brand. Trump has earned money for his name and fame.
Spread your name and your greatness. Trump has created his own leverage by building up his brand, and convincing people of his high net worth.

-- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

Why seeking -- and heeding -- financial advice from a certified may prove beneficial, some might even say priceless.

Image Courtesy of DonkeyHotey/Flickr

Time to face facts: You can't control what the stock market does day to day or even year over year. But what you can control as an investor are your financial attitude and behavior. One simple way to improve your fiscal behavior, is to work with a qualified financial planner. With improved fiscal behavior an investor is less likely to make the types of mistakes many people make that can sabotage their financial success.

Why is this? Well, basically it's because a lot of the smartest choices may feel counterintuitive to an inexperienced or uninformed investor. A good financial advisor or Certified Financial Planner™, on the other hand, has been around the block a few times and is able to play the long game without getting his or head turned by returns that seem (and are) too good to be true. A prime example of this is many people feel that regularly beating the market is necessary to reach their financial goals when, in fact, those of us in the investment business know that this isn't necessarily true.

The S & P Return Gap
The prestigious financial research firm Dalbar releases a study every year called Quantitative Analysis of Investor Behavior that's better known as just the Dalbar Study. According to their findings, from 1984 to 2013 the S&P 500 has averaged 11.11% per year return. Sounds great, right? Unfortunately, the downside is the average S&P 500 investor earned just 3.69% over the same period of time.*

The truth is that very few people even come close to matching the S&P 500 returns over the long run unless their name happens to be Warren Buffett and they live in Omaha. Through the years I've seen tons of people who say they only invest in an S&P fund, only to manage dragging down their returns to a much lower level than their holdings for a given period of time. Whatever "strategy" they were implementing (if any) caused them to underperform their very own investments.

Case Study Priorities
Let's look at another way. What is more important to you?
A) Short term bragging rights: The numerical return on your portfolio?
B) Long term financial security: Actually having enough money to reach your goals?

CASE STUDY A
- I recently met with a day trader "Genius Bob" who bragged about the "amazing returns" he'd achieved. His wife (who initiated the meeting) quickly informed me of "Genius Bob's" selective memory about the figures. While it was true he had doubled his money over the past 87 days (impressive), it was also true that over the past two years of full time DIY day trading he's lost about 75% of his family's life savings (NOT Impressive, not to mention the lack of any other income from elsewhere.) OUCH!

CASE STUDY B
- In 1984, twin sisters Sam and Pat both started out with $100,000 to invest. Sam worked with an average advisor, who just really didn't offer much guidance beyond picking the initial investments. Sam got average returns of 3.69% per year and her account grew to $286,000 by 2013. Not too shabby considering she nearly almost tripled her money. She was pretty smug about how well she'd done until she looked her sister Pat's account. In contrast, Pat had professional financial help which proactively helped her avoid many of the mistakes and behaviors that drove down Sam's returns. In doing so, she earned a respectable 8% return per year average, growing her account to about $931,000, more than triple her sister Sam's profits.
-
Of course these are just examples used for illustration, and are not specifically indicative of any particular investment or situation, and that being said actual results will vary. While most of probably fall somewhere between 'Genius Bob" Sam or Pat when it comes to our investing behaviors, we all can improve how we handle our finances. Bottom line, by avoiding big investing mistakes, and letting compound interest work it's magic, even with return well below S&P averages, you can potentially achieve great results.

Time to Get Real
By no means am I generalizing what type of return an individual or couple's portfolio should be delivering. The point is to develop and financial plan (including investments) that fits your specific needs and goals.

For instance, you may find that with your current assets and saving rates that you need to save 200% of your income. In that case, you may need to reduce your retirement expectations or expect to work longer. On the other hand, you may run the numbers and see that you'll be fine with a much more modest return than you'd been investing for, and can potentially lower your overall portfolio risk.

The Smart Money
I believe the real value in working with a financial life planner goes well beyond investment returns. Juggling all your financial puzzle pieces can be stressful and time consuming. Having a trusted Financial Planner to help you with all of this can be a huge weight off your shoulders. I'll save the conversation about couples and fighting over money for another time (but if you haven't heard couples often fight over money, you have no idea how gruesome this can be, trust me.)

I'm in pretty good shape physically, but I do more reps and work out harder when I have a knowledgeable training partner, which in turn leads to me getting in better shape. I'm not any smarter or doing any new or special workouts but the guidance I get from an experienced trainer leads to significantly greater success than if I were to work out alone. The same may apply to having a financial coach, aka a Certified Financial Planner™, who can develop appropriate strategies - and encourage constructive fiscal behavior to boot - to make your money work harder in pursuit of your long term goals.

DAVID RAE, CFP®, AIF® is a Los Angeles-based retirement planning specialist with Trilogy Financial Services, a firm managing over $3 billion of client assets. He has been helping people reach their financial goals for over a decade. Follow him on Twitter @davidraecfp on Facebook or www.davidraefp.com david.rae@trilogyfs.com

Image Courtesy of KTLA News

Securities and advisory services offered through National Planning Corporation, member FINRA, SIPC, a Registered Investment Advisor. Trilogy and NPC are separate and unrelated entities. The opinions voices in this article are for general information only. They are not intended to provide specific advice or recommendation for any individual and do not constitute an endorsement by NPC. To determine which investments may be appropriate for you, consult with your financial professional. Please remember that investment decisions should be based on an individual's goals, time horizon, and tolerance for risk. All indices are unmanaged and are not illustrative of any particular investment. It is not possible to invest directly into an index. Past performance is no guarantee of future results. Keep in mind that the investor returns reflect investment selection, as well as sales charges, fees, expenses, and transaction costs, whereas the S&P 500 Index returns do no. The factors also contribute to the difference in returns. Indexes are unmanaged; you cannot invest directly in an index. Performance illustrated no indicative of future results.
*Source Dalbar Study Quantitative Analysis of Investor Behavior 2014 This study utilizes date from the Investment Company Institute and Standard & Poor's to compare investor behavior with the returns of the overall equity market. The Average Equity Fund investor represents the aggregate action of all investors in equity mutual funds. Investor returns are determined using the change in total equity fund assets after excluding sales, redemptions and exchanges. This method of calculation captures realized and unrealized capital gains, dividends, interest, trading costs, sales charges, fees, expenses and any other cost. The S&P500 Index is an unmanaged index of large-cap U.S. stocks that is considered to be representative of the U.S. equity market.

-- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

Forming a limited liability corporation (LLC) enables a business owner to differentiate and protect his personal assets from the actions and consequences of his business. While many entities will choose to fully incorporate (by establishing a standard corporation,) forming an LLC allows you to the benefit of personal asset protection (in the case of litigation,) and it also enables you to avoid the double taxation you would suffer with a standard C corporation or S corporation.

What comprises an LLC? While LLCs generally have multiple members, they only need one to get started - this gives them the freedom of formation without creating a board or recruiting a business partner. Not to mention - the paperwork is lighter than the textbook-quantities of legalese you find when drafting up a new standard corporation.

In many cases, it is most logical to create an LLC in the state in which you are either living in or working in. At other times, however - forming the entity in a different state is the wiser decision, depending on the circumstances. There are many factors to consider in either case. For example, states have different degrees of freedoms and flexibility when it comes to creating an LLC. Investigating the distinctions between foreign and domestic LLCs gives light to the distribution of laws and freedoms in each state.

"Foreign LLC," despite its colloquial connotation, does not refer to an overseas company. The term, in a legal sense, refers to an LLC that was formed in one state and operates in another. If, for example, you realize that Ohio has preferable LLC laws compared with Texas - which is where your company originated, you can easily make a case for a foreign LLC.

A domestic LLC, on the other hand, functions in the same state in which it was created. There are many times when forming a domestic LLC is advantageous over its foreign correspondent. For example, it may be cheaper. In the case of a domestic LLC, you are able to avoid extra fees tied to filing additional certificates of registration as a foreign LLC. Not to mention, it can be a healthy practice or new businesses. Let's say you don't have a lot of revenue and low profit margins - domesticating your LLC means that you don't have to worry about hiring a tax attorney or accountant. A lot of times, a domestic LLC will be easier, too. You don't have to worry about the headache of managing the state laws and tax codes of two different states.

Despite its situational advantageous, domestic LLCs have their downfalls. In some cases, forming a foreign LLC is the way to go. To know that a foreign LLC is right for you, consider your existing business plans and future plans. If you reside in one state and do business in a different state. In this case, forming a foreign LLC might be the easiest route. Not to mention, what if you business becomes multi-state? Some states have more business-friendly tax structures when it comes to managing multi-state entities. In fact, some states are known for having advantageous laws for foreign LLCs. Let's consider a few examples by looking at Nevada, Delaware, and Wyoming.

Nevada doesn't require any corporate income or even personal income to create an LLC. Thus, you don't need to factor in franchise taxes. Nevada makes it easy, to say the least. It will even protect the privacy of the owner's names during public registrations, and it excludes this data from the eyes of the IRS. While some states require operating agreements or annual meetings, Nevada requires neither.

Delaware is another great example of a foreign LLC - friendly state. Believe it or not, half of all American companies and a whopping 64% of all Fortune 500 companies are registered in Delaware. Why so many? Delaware has extremely business-friendly regulations, and a court system that is exceptionally pro-business.

Wyoming, like Delaware and Nevada, is a favorite for foreign LLC founders. The state doesn't require personal income, franchise tax, or corporate income. Like Nevada, it protects the identities of the founders.

Whether you choose Delaware, Wyoming, Nevada, or another state, it is important to investigate the pros and cons of each. Before researching the best LLC formation and area of origin for you, diagram a clear scope of your current and future business expansion plans.

-- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

By: Katharine Mobley

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Image Source: Thinkstock

One of my favorite movies growing up was Dolly Parton's 9 to 5. Why? Because it was about three women that dared to do something drastic to make their own personal impression in the work force. Granted, rat poison was taking a bit too far, but I still love the humor, camaraderie and message behind this classic chick flick.

However, times have drastically changed since Dolly Parton starred in the '80s movie and sang her smashing hit. Now it's due time for an update that reflects the new realities of a modern-day professional life and the time it takes to create a "personal" brand for yourself.

Ok, I dare you to find it in a "9-5" workweek. Actually, just last week after an ambitious young professional told me that they were tired because they had worked a 40-hour workweek. My response was simple, "I remember my first part-time job, too."

I don't mean to sound harsh, but the reality is that in today's hyper-connected, 24/7 world, in order to stand out from the crowd, you'll put in more than 40 hours a week to build and grow your professional brand. And if you're an entrepreneur, the hustle required to get your business off the ground is a constant grind.

If you're looking to get to the top of your game, you've got to behave like you're already there. That means putting in the time and energy to brand yourself.

Creating a professional brand takes a lot of hard work, but it's completely achievable with consistent and persistent dedication. Not to mention the connections along the way may lead to your next career path, future mentor or even a life long friend. So here is some advice:

Networking

Ugh, that dreaded word.Thing is, networking opens up your perspective in ways you could never expect. Ever hear the phrase, "You don't know what you don't know?" Meeting people from different walks of life, with vast experiences, and more grit behind them, allows you to garner perspective in ways you couldn't have imagined before. With this new intel, you may create a new collaboration, land a new job, or spark an idea for your next project.

Side Projects

Sometimes your day job isn't exactly your passion, but you wonder how to get experience in that field you're really passionate about. Starting a side project is the best way to hone your interests and create a portfolio that will help you convince hiring managers to give you a shot. Plus, you'll have the potential to collaborate with people to see your vision come to life and gain new connections along the way.

For a great discussion on side projects, check out this Muse article.

Social Media

Have you heard of Bethany Mota? She's a YouTube sensation with over 9.5M subscribers. She's locked contracts with some of the world's largest brands like YouTube and Aeropostale. The kicker: she's only 19 years old.

Why am I bringing this up? Because social media helps you create a foothold for what you want to be known for. It's a great way to create thought leadership, lead conversations and connect with people who have previously been unattainable. It'll help you stay connected to the people you met while networking and give you an audience to promote your side project to, in the future. And before you know it, you're building up a professional brand for yourself that is sustainable and long-lasting.

Remember, even though your "day job" may only require a 40-hour a week in-office commitment, growing your professional brand is an ever-evolving task that doesn't stop at 5 p.m. Monday through Friday.

Share your journey to growing your professional or personal brand with me at @katharinemobley.

Katharine Mobley is a data geek, social media addict, and marketing executive. With over 17 years' experience in her field, she has witnessed drastic changes in marketing and advertising specifically with the evolution of the CMO and the role of social media. She is an Executive Council Member of the Ellevate Network.

-- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

One of the most common mistakes I often see people making is forcing trades. No matter how tempting it may be, how bored you are, or how much fear you have that you are missing out by not trading, it is essential that you never try to force any type of trade in any type of market.

One of the main keys to trading is patience. While it may not seem exciting or glamorous, patience is one of the most important tools you can have as a trader. You need to have the control and the discipline to wait for a quality set up according to your individual strategy. It may take a while but it is always worth taking the time to be patient. After all, you develop a trading strategy so you have guidelines to stick to, abandoning that strategy can only put you at risk.

I always like to use a football analogy here to explain the dangers of forcing trades. When a quarterback has the ball and sees a receiver with double or triple coverage, he shouldn't throw to them. Is the receiver technically available? Yes. He is on the field and capable of catching a pass. However, throwing to this receiver would be forcing a play and it will likely lead to an interception. Instead a good quarterback will simply throw the ball away or give it to someone else and wait until he knows that his receiver is wide open. Just like a quarterback under pressure, you need to be able to see the difference between forcing something that really isn't a smart option and playing it safe.

Any successful trader will tell you that one of the most important things to remember with trading is that you should never let your emotions control you. You need to be able to leave your emotions at the door before you make any trading decisions. Forcing trades is a way of acting emotionally and impatiently and it can lead you down a slippery slope of continuing to act this way in the following trades.

Many find that if they force one trade that doesn't work that they need to keep forcing other trades as a way to miraculously make up for their losses. On the other hand, there are also many traders who force trades, get a lucky outcome and who think they can continue to force trades with no consequences. Unfortunately, in the end, you will end up losing if you start making trade forcing a habit.

I have a motto "Quality Over Quantity". I would rather have fewer trades that are quality and fit my strategy instead of many trades of lower quality because I am bored. If the market is slow or there are not quality set-ups, I will research and make lists of stocks to watch, but I will not force trades out of boredom.

This is why discipline is such an important part of successful trading. You don't go into work every day and try a new approach to doing your job. This is a surefire way of getting fired. You come in, do what you are supposed to and follow the rules the same way every day. Consistency is key.

If you remember to keep this consistency, practice discipline, stick to your own game plan and of course, keep emotions out of the equation, you are only setting yourself up for success with your trades.

-- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

For the sake of this post, information will be short and to the point. But a future post will be provided on my blog, discussing how to be successful as a freelancer.

Becoming a freelancer is something that many individuals who are interested in being an entrepreneur venture into because it allows for them to experience being their own boss. Unfortunately, for the many people who try to succeed at freelancing, only a very small percentage of people actually end up being successful. The reason for this small percentage of success is because people do not realize that freelancing requires you to treat yourself as an actual business. This is not just a hobby you get paid from doing. This is your livelihood which is effected by your work ethic and ability to keep your clients continuously happy. This means you have to have the proper tools and processes in place which enable you to be productive, grow and prosper.

Having the right tools as a freelancer is very important because disciplined time management, excellent documentation and great communication are the three criteria that separate successful freelancers from struggling freelancers.

If you are currently a freelancer or thinking about becoming a freelancer, let me give you a list of tools that will allow you to actually develop a business around your freelancing skill-sets.

Project Management: Evernote
Evernote is a great tool to have for all of the notes and information related to your project(s). When I am on the move and think of a great blog topic or am meeting with someone to discuss working with them, I can pull up this information management tool to jot down my ideas or keep track of important details from the conversation we are having. This allows for me to keep track of everything that is needed for me successfully complete the many initiatives within a project.

Time Management: Google Calendar
I'll admit it, as a freelance writer, I can be very bad with time management. And I hate feeling pressured because of the fact that I wasted my time away and the due date for a client's article or blog is the next day. I have begun to use Google Calendar so that I can stay on track by being constantly reminded that I have clients' work to complete. The constant reminder to do work is greatly needed when consistently trying to acquire more clients because you are fearful of going through a drought of no work. Even though you need to build up a good roster of clients, you must remember to complete the work of the existing clients that you have at the moment.

Proposals: Bidsketch
I am paid to write content for people . Writing great proposals for potential clients is a factor towards me acquiring a paying client but all proposals are not accepted. Many proposals may be rejected so that means I can't spend hours on proposals that are not guaranteed to produce a client. To cut down the time on proposal writing, I use this proposal template service because it allows for me to put together a great proposal, without me spending half my day working on the proposal. This allows for me to send out more proposals during the week, increasing my chances of securing more clients to work with.

Documentation: Docs.zone
As a freelancer, it is a must to have documentation that can easily be shared with a client no matter if they are a PC user or Mac user. PDF files are the universal files that deliver that needed compatibility, plus they cannot be altered without your consent. I have begun to use this online PDF converter so that I can share articles and agreements with clients, without them being tampered with and changed to say something completely different from what I have written.

Promotion: Mailchimp
When you are a freelancer, you have to keep your pipeline full or you starve. Having a great email system in place that gives you the ability to stay in contact with past clients and current clients allows for you to stay in their minds and be called upon when your services are needed. The sales process never ends so your communication with clients should be constant and effective.

The tools listed here are just a few amongst the many that can be used as a freelancer. Do a Google search about freelancing tools in order to become aware of all the great tools available to you, that will help you succeed as a freelancer.

-- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

I'm just going to say it. Your party venue is too big. Trust me.

It doesn't matter where you're throwing your event -- it's probably too big. In my experience planning and hosting parties, I've never come across an event space too small. In fact, most of the time there's excess space.

Although it may seem counterintuitive, there's plenty of party science behind gathering guests into small spaces. For starters, eventing in an extra-large venue comes with problems to match. Added size results in trickier lighting setups and more expensive decor, not to mention the fact that without appropriate sound equipment, your acoustics may suffer.

But the best argument for hosting a smaller event? Engagement.

With extra-big events, guest intimacy gets lost in the scale, and before you know it, your space starts to sap your party of that intangible buzz you worked so tirelessly to cultivate. Live events are among the few occasions in our culture of smartphones, tablets and noise-cancelling headphones where people have voluntarily signed up to engage meaningfully with other real-life humans. Spreading them out just provides an out clause for communication.

A crowded room not only strokes ego -- it fans FOMO. The other words, we love feeling popular and we hate missing out. The more packed your party seems, the more self-assured your guests will feel. And if you stage spaces smartly, you can build anticipation throughout the duration of the event and encourage exploration and design delight.

The goal is to make your main event feel more like a take-the-back-entrance super-exclusive word-of-mouth after-party. And Bizbash agrees.

Here are some of my time-tested tricks for small-space parties. Try them out. Downsizing is more fun than you think.

Start with the smallest space possible.

Seriously. Go smaller. This guy held a speakeasy in an NYC water tower and people loved it.

Lose the chairs.

Sitting sucks. Unless your event revolves around a guided meditation or a 4-hour film screening, people like to mill about at parties. And people really like to dance. So limit the seating areas to encourage proper flow. And those chairs by the bar? Absolutely never.

Edit the venue as you see fit.

Just because a venue may have seating or lighting or food areas set up in a certain way doesn't mean they can't be changed. The best event planners take suggestions from the venue into consideration but then design their own blueprint.

Can you change the entrance? Place a second bar in a neglected dark corner? Of course you have to operate within the venue constraints, but the best way to know how people will move through the space is to attend another event in that venue before hosting your own. Take notes and then always get to your own event early and make changes as the party gains steam.

Pre-plan for stretch.

When you're setting up, get creative with your lighting, mirrors, and barriers to create the illusion of a designated space. Funneling people towards each other maximizes interaction. If things start feeling a little too cramped, you can expand the space via your moveable barriers which double as human release valves.

Encourage autonomous discovery.

I always like to hide spaces inside a space, so that when your guests inevitably find them, their party experience takes an awesome turn toward the unexpected. By opening closed doors to find a secret dance floor, or pulling back a curtain to find a photobooth, guests take a more active role in their party-going and it allows your event to evolve as the night goes on. You can really only do this successfully by starting small.

Artfully block sight lines.

A space where everyone at your party can see everyone else at your party gets boring really fast. By creating distinct spaces for guests to gather, you give your attendees choices and a richer experience. You can do this by creating "inside" and "outside" areas where directional light from the outside space are focused on guests "inside." Because of the effect, guests inside have a hard time seeing to the outside, but guests on the outside can easily look in. Crafting dynamic physical barriers and layers like this can make your event feel more multi-dimensional.

Oh, and always put a bar near the dance floor. The lines will take care of themselves.

I use these tactics in the Splash offices, whether it's designating spaces via walls of colorful string, or stashing musical instruments in a corner room separated from desks by a set of French doors. And, not surprisingly, all of them are small.

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The trial of the marketer has always been to go to where his audience is, and present his ideas in the most easily digestible fashion. However, "where" the audience is isn't where it used to be. As our world becomes more and more digital, our marketing strategies follow. The days of physical marketing - flyers, billboards, posters, handouts - are giving way to a new era of avant-garde media, in the form of online ads, SEOs, and digital content.

Here are several ways that you can harness digital strategies to become a marketing pro:

Optimize your landing page
Having an effective landing page is critical for converting leads and building a sales pipeline. However, these days online advertising and websites are everywhere. The challenge is thus to make your web page attractive enough for a user to stay, get engaged, and be drawn into your product. Converting a lead to a potential customer requires, among other tools, an effective landing page. To do this, there are a few key strategies to keep in mind include removing distractions, creating a sense of urgency, capturing their email, and making your message clear. Using these strategies can help you be a part of the top 10% of landing pages, which perform three to fives times better than the average.

Having too many adds will make your website look tacky. Too much information will only confuse and distract your viewers from seeing your main message. Remember to try and see your landing page through the eyes of your viewer. You want to present your message in a clear and concise fashion, to make sure that the viewer is able to easily understand your message.
Creating a sense of urgency can help compel your viewer to follow through with your call to action. Whether it is a time-sensitive price, or an item that is expiring, giving the user a reason to act now can often mean the difference between obtaining them as a customer and losing them entirely. Often, a viewer will look at your website once and then never come back to it again, and so you want to make it count.
When you have someone go to your landing page, obtaining their email will enable you to convert them into a lead. To do this, simply place a section where viewers can put in their email, and offer them an incentive to do so.
Making your message clear is fundamental for a landing page. Make sure to get right to your point with information that gives the viewer the full picture of what you do.
In addition to these strategies, there are several other methods you can employ to optimize your landing page.

Employing the right tactics can help you drastically increase your visitor-to-lead conversion. A successful example of this is Hubspot, who boasts a conversion rate of 36%.

Use the right strategies

Effective digital marketing requires more than just throwing up adds on a webpage. There are various targeted strategies you can employ to increase the effectiveness of your marketing campaign and more directly reach your audience. To name a few, consider online behavioral advertising, influencer marketing, collaborative environment, and segmentation.
Make sure to use online behavioral advertising. This method involves collecting data about a user's digital activity over a period of time, and utilizing this data to deliver the appropriate adds that are specific to the user's preferences and interests. If you can afford the staff and the software, behavioral advertising is an effective method and something you can easily implement with an existing platform such as facebook.
Influencer Marketing, another key strategy, uses the term "influencer" to describe a node that is identified within an affiliated community. Thus, Influencer Marketing functions by targeting the node rather than the user or individual. You can utilize influencer marketing to reach an audience through paid advertising and through CRMs (Customer relationship management.) For many companies, influencer marketing is key for lead generation.

Collaborative Environment is the idea that you can leverage your existing relationships with your digital agencies and technology service provider to perform a marketing group-effort. By sharing resources with your services providers, you are able to increase communication and optimize effort.
Segmentation, simply put, is the principle that you ought to find your target market, and market to them specifically. Remember that the best digital marketing campaign is not to choose one or two of these ideas, but to incorporate them into a collaborate effort to maximize your digital marketing efforts.

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2015-10-27-1445966667-7811990-theunpredictablecustomer.jpg

Customers are an oxymoron today. They are more knowable than ever before but harder to actually understand. Constantly on-the-go and hard to pin down, it's more difficult than ever to engage them in a conversation. So, why do we keep using techniques from a decade ago to grab their attention?

To understand the unpredictable customer today you need to go back to a time when he was predictable.

In the past, we could get close with customers without really being like them. I am talking about business buyers here and they had certain characteristics that helped us connect as marketeers and sales people -- even if they did not know us and didn't even care to hear what we had to say.

We had important communication advantages because they worked in the following ways. They were predictable. That's because they:

Worked in an office

Received mail (the stuff that is sent via the Post Office)

Had a desk phone and answered it

Read trade magazines

Went to tradeshows

And most importantly, customers generally trusted what we told them. The world was a less skeptical place.

But here's what happened. Two major global shocks changed enterprise buyer behavior and the world. The first shockwave was 9/11 and the second which forever changed buyers and sellers was the Great Recession.

The Great Recession changed everything. It extended for over 18 months and the world experienced an annual decline in per-capita purchasing power. The recession was further defined by:

All industries being impacted

Massive layoffs

Long term unemployment

Destruction of traditional media

As businesses struggled to survive, they started to adopt lean approaches for everything. There were fewer people and fewer dollars to invest, so incrementalism took over in all functions. Contractors were hired, offices shrunk, product development groups looked for small wins, and more tools were bought to solve problems than systems put in place to redefine workflows. Risk avoidance was priority number one.

The new customer is unpredictable, but he is also better connected, more versatile, and well informed.

He is all over the place, but no where at the same time. And he definitely does not have time for lengthy lunches or golf. So, I strongly suggest a new approach is needed to grow a company. At Aha!, we call this overall approach to business The Responsive Method and it also can be applied to help you reach and sell to unpredictable customers.

The fundamental philosophy of The Responsive Method is that interactions with urgency are what propel people and organizations forward. The equation is simple. If you compress your response time you will accelerate value and satisfaction for everyone. You can achieve this by increasing your marketing and sales velocity plus mastering the following four skills.

Predict the future
You need to be where your customer is going. And I guarantee that it's probably not a tradeshow. If she is looking to buy, she is going to be researching her options online and looking to trusted peers and influencers for guidance. This means that you need to be where she will likely end up before she gets there.

Talk you
Most marketing and sales people I know push features. Sometimes the 'technobabble' is used to show that their product A has more chops than competitor product B. But in competitive markets, winning on a technicality is unlikely. You need to tell a story to win.

And the story better be short, unique to you, and focused on one key reason customers should remember and buy your product. Fill in the blank and you will be on your way.
Customers buy our product because ______________________.

Welcome interrupts
Most people are taught to try to tune out distractions rather than being open to them, but when a customer asks a question, he needs something from you right now. This is true even if he is not asking you directly. And he definitely does not care if the answer comes from self-serve marketing information or from a commissioned sales person.

Too many companies set up walls between marketing and sales and processes to "hand off" a customer. Because each time a customer interacts with your company he is forming an opinion, it's time to break down the barriers in favor of eliminating delays. You can do this by mapping the entire customer buying process and looking for painful inefficiencies.

Know thyself
The sheer volume of online mediums to market and sell to the unpredictable customer make it harder than ever to measure your programs and the pipeline. But you must. You can only improve what you measure. So, it's time to get serious about setting goals starting with marketing campaigns and through the sales cycle. You can only know the customer if you start by knowing yourself.

We have entered a new era where customers are more unpredictable than ever. And it can be unnerving if you are trying to market and sell to them.

Those who predict where customers are headed, provide valuable information, and respond to their needs with urgency will win. We call this The Responsive Method. If you put rapid-fire, positive customer interactions at the center of your work, you will be rewarded by the market and personally satisfied. Customers will turn to you to develop long term, mutually beneficial relationships.

What are you doing to sell to the unpredictable customer?

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This post is co-authored with Andrew Essary

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If you haven't been in hibernation over the last few years, you ought to be well aware of the incredible changes the world has undergone. How we work, operate, live and even think has been transformed by the power of a constantly connected mobile and "social" world. These changes have affected nearly every discipline and the ways in which they operate and interact, from designers to product managers, marketers and leadership alike.

Traditional Marketing Communications Theory holds a hierarchy of effects that illustrates the consumer progressing along the following logical path and resulting in full product immersion for the consumer: 1. Awareness. 2. Interest. 3. Evaluation. 4. Trial. 5. Adoption. 6. Reinforcement. 7. Advocacy.

How has the increased focus on technology and the ever-faster evolution and affordances of the consumer impacted this traditional approach? The truth is that in the past you would see an advertisement (a poster or a TV commercial once TV's came around). You would become interested in the product so you would go to the store or call a number, at which point you would be confronted with an actual person who would bring home the sale. After making your purchase, whether you had an enjoyable or a negative experience, you would pass on this information to anyone you met, be they a family member or friend, to a next door neighbor or even a stranger buying a similar product. In this way it is clear that word of mouth has always been a primary marketing tool, but the difference today is that the medium is now instantaneous and much more far-reaching, traversing time zones and oceans in a split second. No sooner are you unhappy with a product or service than everyone will know about it with the simple click of a "thumbs down" or a post of an image.

Given this reality, there are a couple of core considerations that should affect your marketing approach today, as there is an increase in the amount of factors to think about, as well as the interaction and balance between them. The golden rule to help you achieve success is to always keep in mind the reach and accessibility of all that you say and do.

Consumers are Moving more Rapidly to Trial

With "computing everywhere", people are always connected. It is always possible to download that latest application or to find out the "truth" about a company, product or service you might be interested in. This has led to a trend where consumers are moving rapidly to trial - the first three traditional stages are completed in much less time than your carefully planned focus would have preferred before. This doesn't mean that you do not need to plan for awareness and interest - more that you need to understand how quickly a consumer will now want to and expect to trial your product. These dynamics have even spilled over to Enterprise. Before, we would all submit an RFP and some lucky contestant would get selected. Now, customers expect to be able to try-before-they-buy - they expect to be able to see and interact with an experience before making their decision. Proof of concepts and cost-free demos are no longer just for the latest start-up application; they have become an expectation - even on established contracts and Enterprise accounts.

With a new speed to trial, instant gratification is a must. Your consumers will need to emotionally connect and recognize the value in your product or service very quickly. In a departure from the traditional hierarchy, extraneous variables mean that these early stages can no longer be "controlled" by the offering agent. Now, consumers will need to experience that value for themselves.

Advocacy has Bumped up the Chain

Advocacy, once the end of the chain and the sign of true success, can now easily occur at almost any stage in the marketing process. After a customer becomes aware of your product, they could share their awareness instantly, along with whichever slant they see fit, with a simple update to their social media. The Marketer today needs to understand how the evolving Marketing Mix can be used for various outcomes. They need to know exactly how to maximize interest and engagement through newer digital and physical mediums, as well more traditional approaches.

With the ease in which people can let their feelings be known, it is imperative that companies today are fully aware of their online identity. What is the sentiment out there when people hear your company name? In today's world, 3 out of 5 stars is simply not OK. Whether what people say about you is true or not, the real "truth" of the matter will be disseminated in what people write and what they believe, especially if they are able to find multiple points of view agreeing with them. Perception is even more becoming the reality, especially in the ever-evolving social media environment. This means that you truly need to understand and be able to adjust to the fact that potential customers may now hold preconceived opinions of your company or product, even of you personally, before you have even reached them through your existing and planned marketing channels.

Driving Interest via Group Effect

As mentioned, the traditional hierarchical flow has been impacted by disruptive technologies and a new way of thinking. Marketers today need to understand how to utilize new avenues to impact the marketing flow. For example, awareness no longer comes from your advertisements alone - the first time a customer hears of you could be from one of their friends posting online. Once they have an interest, a customer may go in search of validation to see how others have experienced you, the company and your product. Evaluations these days happen in multiple ways - via video or an immersive trial, for example - but they are getting more and more accessible with many companies employing free-from-website, download and expire, or even asking influencers directly to try it out, all before seeing a penny in revenue.

The dynamic of always on and connected means a customer can always check. They can look you up as soon as they need to, whenever they hear of you, even while you are still interacting with them. Whatever you say can be validated or checked at any given moment. In this environment there is no room for smoke and mirrors. The only way to respond is to drive belief by proving your value through the experience you deliver at every point of interaction.

Embracing Disruption

Disruptive technologies are causing a tremendous shift in industry norms across multiple verticals, while technology is changing the way we must consider more traditional processes and domains. Marketers today can embrace this disruption by really understanding what it means for product features, roadmap and competition. This understanding shows top of mind for companies that are developing new and emerging innovations and markets. Trial and error experimentation is no longer something to be feared. On the contrary, its increasingly common use in the marketplace supports the fact that the path to success now includes many forks along the road.

What it Means to Marketers Today

Marketers today can benefit hugely from understanding Experience Design thinking and the interaction points between the meaning of the user's experience and its marketing. It can help you to think through the whole ecosystem of a user interacting with your solution, from awareness through to engagement and purchase - as well as the feedback and feed-forward loops. This applied thinking can also help to define and determine how the physical and digital worlds can play a role in customer engagement and satisfaction, which, as we all know, equals success in today's marketplace.

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For more information on how Experience Design can help your marketing efforts, as well as tailored Experience Design training and workshops exclusively for Marketing Professionals , contact effectUX here

References:
Marketing Mix: Traditional --- McCarthy, Jerome E. (1960). Basic Marketing. A Managerial Approach. Homewood, IL: Richard D. Irwin.
Marketing Mix: 1990's --- Lauterborn, B. (1990). New Marketing Litany: Four Ps Passé: C-Words Take Over. Advertising Age, 61(41), 26.
Marketing Mix: 2011 --- Byers, Charles. "Marketing Review & The Role of IMC in Marketing." Santa Clara University MBA lecture. Santa Clara University, Santa Clara. 06 January 2014. Lecture.

-- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

Your calendar is not meant to be a thundercloud, it's meant to be a gentle breeze, a tool for you to use to maximize the joy in your life. So the first step to take is to find a calendar format that suits your working style, whether you enjoy a calendar on the wall or prefer to use an online calendar. Whatever you choose, make sure it feels easy and pleasant to work with -- especially if you are daunted by calendars. For example, I like to use Todoist. This is an excellent website, with great design that really works for me.

When you go to fill out your calendar, I encourage you to just get it all out there first. Don't try to sort and categorize until it's all out there -- whether on paper or on the computer. Once everything is written down or entered in, then you can go back and sort your tasks and place them in the appropriate times. I am also a fan of color-coding, another fun thing you might want to play with. Maybe put your priority items in your favorite bright color so you associate a pleasant color with them. Have fun and be creative!

We became entrepreneurs because we love our freedom and we want to do what we want, when we want, right? Your calendar is a cool tool that can make that happen for you. Get creative with how your calendar looks. Treat yourself to a nice day planner, if you like to write things down, or research and check out all the various amazing app's there are for your phone. Google calendars are really popular, as they can synch up with your email and phone calendars.

There are all kinds of nifty calendar management websites and platforms available to play with online while you find the best one for your needs. By making your calendar a pleasing space to spend time in, whether on paper or online, you'll be more willing to refer to it, keep it updated, and, ultimately, let it help you stay on track with your commitments.

As a special gift you to I am happy to offer you my new Ebook- 3 Top Strategies to get out of Overwhelm

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In the social media world, a disproportionately high number of users are actively describing themselves as "gurus." What is a social media guru? That depends on who you ask. The unfortunate truth is that "guru" is an intentionally vague term, and while it sounds both impressive and descriptive, it describes no actual specific function or role. This isn't to say that all social media gurus have no idea what they're doing; on the contrary, most are skilled in the social media world. They just aren't all skilled in the same ways.

Take, for contrasting examples, these seven types of social media "gurus," all of which have some claim to the term:

1. The Resume Buffer. The resume buffer is probably the least objectively skilled guru on this list. Sometimes straight out of college and sometimes just interested in finding new ways to look more attractive to a potential employer, the resume buffer adopts the title "social media guru" to look good in a professional context. They generally do have a reasonable familiarity with various popular platforms, which is admirable, but they don't have much knowledge about the science of AB tests or the importance of measuring and interpreting analytics. You can tell a resume buffer by asking a few simple questions--most of the time, resume buffers have no formal experience doing social media work for brands or personalities other than their own.

2. The Influencer. The influencer calls herself a guru because of the large following she's been able to develop. Influencers usually have access to an audience of thousands, accumulated over time by the sheer power of networking or through various online strategies she's adopted. Because of her large audience, each post she makes is valuable and can sway hundreds to thousands of people toward or away from a separate brand. However, building a large reputation for yourself is no guarantee you'll also be able to do that for someone else (or for a corporate brand). It could be her unique personality that allows her to accumulate such influence.

3. The Hard Seller. The hard seller calls himself a social media guru because of how much time he spends a day on a given platform. He is in some type of sales role, either serving as a salesman for a specific company or trying to promote himself as a worker. Because of this, he makes a lot of posts and knows how to measure audience responses, but he isn't too familiar with best practices for building relationships with followers. To be successful in the long-term, most businesses require a degree of soft relationship building in addition to some sales experience.

4. The Socialite. The socialite is also a "guru" by virtue of the amount of time she spends on various platforms, but instead of hard selling, she's just being herself. She's intimately familiar with all the parts and functions of each popular platform (and some off the mainstream), but she may not have a wide audience, and she may or may not post things that people like. Because of this, she can be said to have a high degree of skill when it comes to the technical use of these platforms, but little skill in relationship building or brand promotion.

5. The Marketer. The marketer is a social media guru all about building an audience. Similar to the hard seller, the marketer has a bottom line--get more people to a given website, or attract more followers to a brand. This is distinct because it's a softer, more relationship-focused skillset, and it doesn't manifest itself through sheer time spent on various platforms. Instead, the marketer usually makes his claim only after doing this work for multiple people or brands, giving him more experience and a more diverse skillset to take advantage of.

6. The Writer. The writer uses social media strictly as a means to promote her work. She may be on multiple platforms on a near-constant basis, or a handful of platforms only some of the time, but either way, she spends most of her time trying to promote her writing. This is beneficial, especially if she is skilled at it--a writing-based social media guru can easily rack up hundreds or thousands of followers in a readership, but it also means that her strategies and tactics are dependent on strong content to be successful. If you have strong content already, it could be a perfect match.

7. The Brand Ambassador. The brand ambassador is the most flexible and useful social "guru" on this list because his main skillset is adapting his skillset for whatever company or brand he's doing work for. For instance, he might focus on networking and building up a large audience for a personal brand, but rely on the power of content marketing for a corporate brand in a specific industry. Brand ambassadors typically call themselves gurus only after they've helped a number of other brands.

The next time a social media guru reaches out to you offering help with your social media campaign, take inventory of what type of social media guru that person is. Being successful in social media requires access to many different skillsets, and not all businesses need the same type of guru to succeed. Know the diverse roles possible in the social media realm, and use those roles to your greatest advantage by finding the niche experts you specifically need.

-- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

As a college student, a job after graduation is like a pot of gold at the end of the rainbow. This is especially true if you have student loan debts that you need to begin servicing soon after graduation. But though few college students think about self-employment after graduation, it can actually be a better long-term strategy than a job.

Why should new college graduates consider self-employment?

There May Not be a Job Waiting after Graduation

Hiring of new college graduates has become highly even. Much has to do with your major - certain ones are in demand, while others are in oversupply. It is no longer unusual for students to graduate college with no job waiting in the wings.

The underemployment rate among recent college grads is in the neighborhood of 46%. (Underemployment generally includes those who are unemployed, working part-time jobs but looking for full-time, or working in jobs that don't require a college degree.) Though underemployment is closely associated with the last recession, in fact it has been growing ever since 2003.

As a college student or a recent college grad, you have to consider the possibility that a career type position may not be available in your major field of study. Your best alternative may be to create your own job by starting your own business. At a minimum, you'll be out in the business world, making contacts and finding out how things work. That can lead to all kinds of possibilities.

Jobs Are No Longer as Stable as They Once Were

Even if you do find a solid job opportunity shortly after graduation, employment has become notoriously unreliable. Globalization, automation, and economic swings can result in either a temporary or permanent loss of a job. If the job loss occurs during an economic downturn, it can be many months before you replace it.

If you have your own business, your income may rise and fall, but is unlikely to disappear completely. Even if it does decline in a recession, you can supplement your income from other sources until you can put your business back on a growth path.

Tapping Into Your Own Creativity

People often wonder what kind of business to start? You can answer that question with two other questions:

What am I good at? - and,

What do I like to do?

There is an excellent chance that you will find the best business opportunities somewhere in between the answers to those two questions.

There are a couple of bonus factors in answering those questions too. If you really like a certain kind of work, doing it as a business won't even feel like work much of the time. But just as important, the answers to those questions could give you a running start on a business coming right out of college.

Inventory all of the skills you have - including hobbies - and see if there may be a money-making idea or two somewhere in the mix. This can include social media skills, graphic arts, making videos, web design, computer trouble-shooting, mechanical skills, cooking, selling, organizing, public speaking, promoting and just about any skill you can think of.

You can start a business simply by converting what it is you like to do into a paid venture.

Creating Upward Mobility

An increasing number of jobs no longer offer a career path. You can spend many years sitting in the same position that you started in. In any career field, organization, or department, there are only so many promotional opportunities available. A small number of people get those promotions, but most won't. Flatter organizational structures simply don't offer as many promotional opportunities.

But when you're self-employed, you can rise as high as your time, talent, and efforts will allow you to go. In a real way, self-employment offers greater career mobility than most jobs do. This will also help to keep you more engaged with your career as the years pass.

Creating a More Flexible Lifestyle

Younger workers are increasingly demanding more flexible work schedules, that include flexible hours, work at home, and greater control over their workflow. Though it makes for interesting web articles and TV news spots, most employers frown on such arrangements, since they may not fit neatly within company objectives.

Being self-employed offers the opportunity to have complete control over your work life, which can give you a more flexible lifestyle. It's not that you work less than you would have to in a job - ironically, self-employment usually involves more hours on the job - but rather that you have greater control over how, when, and where you work.

That will allow you to create a more balanced lifestyle, even if you're working more hours.

If you're a recent college graduate, or looking to graduate soon, don't dismiss the possibility of becoming self-employed. It just may be the best career opportunity available.

-- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

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