It's less of a strategy and more of an exciting journey. My approach is simple: seek out diverse challenges in dynamic cultures with respect for intellectual curiosity ... and dive in. Over the years I have learned that my true interests and the ways in which I add the most value to organizations are in the ideation, creation, and start-up phases of an initiative or an enterprise. So a fundamental underpinning of my journey is to do my best to avoid roles that require me solely to maintain the status quo with no possibility of having an 'aha' moment.

Although I recognize that all positions demand a certain amount of routine activity, for me, the best fit is an organization with challenging problems looking for someone (who is not totally mainstream) to propose some 'What if?' approaches as solutions. So far, it's working well, so I think I'll stick with it.

Accepting a job right out of college with Procter & Gamble. I learned about business, managing others and achieving results in an environment that encouraged intellectual curiosity, innovation and cutting edge technology, all driven by a total commitment to consumer research as a fundamental underpinning of corporate strategic direction.

Achieving individual and organizational goals is an increasingly complex process that more than ever requires astute observation, intuitive relationship skills and fearlessness in uncertain times.

I would accept the offer I received for a long-term international assignment outside the United States. Frequent global trips were great, but I missed the experience of being immersed in the local culture.

Intellectual curiosity. Too often both employers and candidates focus solely on specific position deliverables and do not think about the far greater value of someone who can help shape the future.

One of the most fundamental influences in the workforce today is the increasing use of independent workers in both project work and longer term strategic initiatives. As Boomers retire, the workforce is beginning a dramatic shrinkage, estimated to lead to a 50% reduction in the size of the workforce in ensuing years.  The war for talent is heating up and employers are already vocal about not being able to find the talent needed to conduct business. 

Overall, job leads and interviews have increased but underemployment still persists as organizations continue to trim expenses. We are seeing multiple offers and more landings - great news.

Not precisely advice, rather an observation. As our world becomes more technology focused and e-interactive, I sense a reaction, a longing, for more personal, face to face human encounters. Perhaps the time has come to reinstate face to face meetings and to take the time to get up  from behind the computer to interact with colleagues and customers on a more personal level.  If we lose our ability to interact and instead retreat into one-way, sequential communication, we lose the essence of interpersonal relationships.