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Recent GSPM Strategic Public Relations graduate Amber Garnett wrote about how to manage a career while attending graduate school. It's a useful lesson on how to juggle one's time, energy, and passion and how a graduate degree can help take PR professionals to the next level.

"When I began working at Stratacomm as an intern in August 2016, I also began my journey in pursuing my master’s degree from George Washington University. Now almost two years later, I am an assistant account executive and completing my master’s in strategic public relations. Communications is not a field that necessarily requires an advanced degree, but I found more than a few ways furthering my education is beneficial to my day-to-day work."

Read the full article on the Stratacomm blog.

Dixon McReynolds III

Dixon McReynolds III did more than choose a life of service; he was born into it. His father was a member of the Army and his grandmother was a minister who Dixon said, “Always preached to me to do something for others. I should always be able to extend myself to others and be of service.”

His first mission was to take care of his brother, who was born with spina bifida. “He wasn’t supposed to live past age two but he ended up living to the age of 21,” Dixon said. “It got really difficult for him to get around and it got to the point where he was bed ridden. It was my job to get up at night and help him get settled. That started me on my path to caregiving and public service.”

From there, Dixon joined the Air Force as a personal affairs supervisor focusing on casualty assistance. “I notified families of death. It was very intense, but I came to find out that it was a very important job. Not only did you notify the family that a loved one was gone but you also case managed them for a year. You could see them at their worst time… and help them start the healing process,” he said. After 21 years in the military, Dixon went in search of the next way to give back.

Returning to his home base in Seattle, Washington, Dixon began working with the local homeless population and became a program manager for the Washington State Department of Veteran’s Affairs, running five programs for homeless vets.

From there, he looked for ways to get more involved in politics. “I think I’ve always been politically aware. Coming to GW was a breath of fresh air for me because I got to meet a lot of people that felt like I did,” he said. “After orientation I came to the conclusion that I made the right decision.” During his time at GSPM, Dixon worked for Washington Sen. Patty Murray (D) and the Senate Veteran’s Affairs Committee. His résumé–and a GW connection–helped land him the job. “I went to the interview and the lady who interviewed me said ‘When can you start?’ and I said ‘That’s it?’ and she said ‘I gotta be honest with you and I’m also a GW grad. I saw your resume and it was impressive,” he recalled.

Later, that same contact suggested he apply for a Presidential Management Fellowship, which he did. After a grueling interview process, he was selected to serve as a fellow in the Department of Housing and Urban Development. Now Dixon is pursuing a Ph.D. in Human Services and Social Work focusing on military families at Walden University and is hoping to impact the next generation of political leaders and public servants.

The Graduate School of Political Management is always looking for the latest and greatest tools, techniques, and strategies for success in the fields of politics, communications, and advocacy. One key source of information is our Board of Advisors, senior leaders in their fields that have taken the time to provide strategic guidance and insights to our school and its students.

We asked our Blue Co-Chair Robert Hoopes, President of VOX Global and General Manager of FleishmanHillard's DC office, and Red Co-Chair Leigh Ann Pusey, Senior Vice President of Corporate Affairs and Communications at Eli Lilly and Company.

They told us that the opportunity to work to improve political discourse, as well as engaging with the next generation of political leaders has been an inspiration to them.

Lt. Col. Steven Coffee
Lt. Col. Steven Coffee says his GSPM degree has helped him better engage with senior civilian and military leaders.

A prevailing thought in the officer corps of the United States Air Force is that one needs a master’s degree to get beyond a certain rank. Practically any master’s will do.

For Lt Col. Steven Coffee, the Legislative Affairs program at the Graduate School of Political Management (GSPM) met that requirement and so much more. “I wanted to get something that would be useful to me in the military and when I transition back to civilian life. A friend from undergrad and fellow GSPM alum 06’, Anthony Coley, told me about the program and it sounded like a perfect fit given my undergrad degree in political science,” Coffee said.

Initially he thought that his degree would help him to pursue a run for office or a career in government relations after leaving the military, but Coffee was soon using the skills he learned at GSPM while in the armed forces. “Immediately after graduating in 2008 I served as a Force Structure Analyst at the United States Special Operations Command (SOCOM), and was immersed in understanding the balance of Congressional and budgetary oversight with military requirements; and later served as a legislative analyst for SOCOM in 2010. I still use the critical thinking skills that are taught there, especially the importance of looking at issues in a comprehensive and holistic manner,” he said. Coffee added that class work in political rhetoric helped him manage communications and engage with Hill staffers, senior civilian, and military leaders.

He had another chance to use his GSPM skills during a stretch as a Social Aide in the White Houses of George W. Bush and Barack Obama, coordinating the planning and execution of social events for the president and first lady. “I was able to observe the theory of politics taught in the classroom in reality,” said Coffee. “It was great to learn how to engage and work within the political process and contribute to the conversation.”

Lt Col. Coffee currently serves as a Joint Manpower Analyst (J1 Human Capital Division), Directorate of Manpower and Personnel at the Office of the Chairman of the Joint Chiefs of Staff. In that role, he serves as the chief human capital and requirements expert for the nine geographical four-star combatant commanders. “The personnel staff works to validate the requirements of combatant commanders. We’re the gatekeepers of validating manpower and personnel efficiency requirements and requests from four star generals through the Joint Chiefs of Staff,” Coffee said.

Now nine years removed from the program, Coffee shared some advice for current and prospective students in the lead-up to Colonials Weekend, the university’s homecoming celebration. He was set to receive the GW IMPACT Award, which is given by the George Washington Black Alumni Association (GWBAA), and is “the highest form of recognition bestowed on distinguished Black alumni by the GWBAA Executive Committee,” to those who have cultivated a history of commitment to the university. “You need to let the program go through you. Don’t just go through the program. Get involved in the discussions,” he said. “Where else can you learn politics right across from the Capitol with people who work there and tell you the reality? This program is special. Immerse yourself in it.”

When looking for a job it’s essential to be proactive, rather than just responding to publicly listed opportunities.

Research has shown that nearly 85 percent of all jobs are filled by networking, rather than responding to job postings. One key reason is that personal recommendations from others come with an additional level of verification. After all, anyone can say they’re a great employee, but not everyone can have someone else tell a future employer that they’re a must-hire prospect.

So how can you get out of the “responses to posting” résumé pile and into the “personal recommendation” stack? One key tool is the informational interview. Using informational interviews to identify mentors, explore job sectors, and learn more about companies should be a key step in your job search.

The easiest way to identify potential informational interviewees is to use your existing personal network. Does someone you know work in a field you’d like to enter? Talk to them about it and share how your current skills and experience would put you in position to succeed. Does someone in your network have a connection to a place you’d like to work? Ask for an introduction via email or at an event.

Once you’ve landed an informational interview there are a few key rules to remember. First, be respectful of the other person’s time, and be sure to pay for the coffee, drinks, and food. Secondly, do your research on the person’s employer and job history, but don’t veer too far into the personal side. This is a professional development opportunity, so don’t ask about their kids or the cool vacation you saw on their Facebook page.

Your questions should center around that person’s career journey, and the things that are essential for success at their firm or in their industry. Ask how they got their foot in the door. Learn more about what skills you may need to brush up on before making a concentrated push into that industry.

These conversations will allow you to share your story and learn more about how others have found success. Your questions should attempt to discover how you can differentiate yourself from other applicants or facilitate future introductions.

A successful informational interview could lead to future introductions, or the opportunity to apply for a job before it becomes public knowledge, which puts you at a distinct advantage over the general applicant pool.

 

Whether you hear about a job from an online advertisement, job board, or a friend, your first introduction to an employer will be through your résumé.

So, what can you do to make sure your résumé moves to the top of the pile? We asked our Career Services Director Mag Gottlieb what separates a good résumé from a great résumé.

Master the Basics

The first threshold your résumé must overcome from almost every recruiter is the grammar test, says Gottlieb.

Spellcheck is your friend, but it’s not the end. Read through the document out loud to make sure that there aren’t any typos that the computer wouldn’t have recognized (e.g. typing “no” instead of “on” or “form” instead of “from”).

Secondly, your verb tenses should be consistent. If you’re no longer at a job, for example, your duties should be in the past tense. Any current duties should be in the present tense.

Lastly, look for the verbs that the job posting uses to describe the position and integrate them into your resume. Be sure to use action verbs and consult a thesaurus to ensure that you're not using the same ones over and over again.

It’s Never the Same Twice

A résumé isn’t a curriculum vitae (CV). It doesn’t, and shouldn’t, include every position or every job duty you’ve ever had.

Your résumé is like a television commercial, and you’re the product. It’s quick. It’s concise. It speaks directly to the consumer’s (in this case the human resource worker reading the document) needs and wants in the ideal employee. Most jobs will accept a two-page résumé, but certain employers, especially Congressional offices, prefer a one-page document.

It’s a good idea to have a CV that lists everything you’ve ever done at every job for reference. It can jog your memory to help you craft a targeted résumé for the positions to which you apply. Executive search firms or academic positions may request a CV, but most employers just want the highlights.

Address for Success

All your correspondence should use the name that others use to refer to you. So, if you’re Anthony Smith, but everyone calls you Tony Smith, that’s the name that should be at the top of your documents. If you go by your middle name, consider an email address that uses it.

Save jimmylovestopartaaaaay@gmail.com for personal emails and get something professional for your professional communication.

Lastly, don’t apply to jobs with your current work email or phone number. That signals that you lack discretion, which is a major red flag for any employer, especially those in politics.

Make It Social

Many recruiters scour LinkedIn for prospects. If you don’t already have an account, sign up and complete a profile. Make sure your profile uses the relevant buzzwords in your field, and join groups that are relevant to your current job or your career goals.

Once you’ve upgraded your resume, you’ll be one step closer to the profession you want. If you’re considering a career in politics, communications, or advocacy, the George Washington University’s Graduate School of Political Management can help you develop the skills and the network you’ll need to succeed.