No BS Career Advice: October 25 2026
By Jeff Altman, The Big Game Hunter
Last week, I got a kick out of him FaceTiming me at the end of a day after manning a table at a job fair at Auburn in Alabama before flying back to Vermont. He proudly showed me the resumes he’d collected at the job fair from students who were interested in interning or working for his resort. I think he started to understand all the stuff he’d watched me deal with for so many years while he was growing up, from that one day.
That, and he took the time to network with people from other resorts while there.
A chip off the old block!
I’m just about to finish my next book and we’ll have an announcement about that soon. It’s off with editors for review prior to release. No spoilers at this time.
It wouldn’t be a Halloween edition without a Halloween topic
Spooky Leadership and Management Mistakes That Scare Your People Away
By Jeff Altman, The Big Game Hunter
I was working for a company in New York City at a weekly meeting with 20 other people when what we call “9/11 “happened. The owner of the firm didn’t tell us what was unfolding around us. I had no way of getting home easily without hitchhiking. Consultants who worked for me were in the World Trade Center and unreachable by phone. I couldn’t speak with my wife because cell phone service wasn’t working in Manhattan. As I walked and walked and walked with tens of thousands of others, I saw the smoldering site where the buildings once stood. Later that day, I received a phone call from my boss telling me to come to work the next day. He also told me I was an idiot for not having sold disaster recovery services to one of the nearby companies whose building was destroyed even though my company had no capabilities in the area.
This happened to me. Some of you may have experienced something like this during the early days of Covid, when you might have been encouraged to risk your life to go to work. I know my son went through something like that with his employer, who demanded he commute into Manhattan when over 800 people a day were dying from the virus, and he was someone with an asthma history that put him at risk.
These may be extreme examples of dreadful leadership mistakes that scare people away from working for you or cause you to receive mediocre performance from your staff. Even under ordinary conditions, there are things you may be doing that may be causing your team to hide or leave you to work for someone else. These are ten scary leadership and management mistakes that you may be committing.
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You exaggerated the job and the opportunity. The interview process allows you to evaluate and assess people, speak to multiple people on different occasions, and then hire them. Unfortunately, you misrepresented the opportunity, the nature and ability of their co-workers, and the upside potential of the job. Now they know it. Everyone exaggerates during interviews— job hunters do it, and so do you. Statistics show that almost 2/3 of hiring managers regret a hire within 18 months of the person joining. What can you be more truthful about representing the job to potential hires? How can you improve how you evaluate someone for it?
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You try to hire for fit. Since everyone is on good behavior, you are evaluating people on their best behavior, rather than the human beings they are with faults and warts. Most employers and job hunters are on good behavior. Neither of you meets one another when you are.
You are putting on an act for one another. How could you possibly evaluate someone for their fit when each of you is trying to deceive one another?
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You run meetings everyone has to attend but are actually about one or two people. On too many occasions, you require the department to participate in a meeting because, in your opinion, someone did something wrong instead of discussing what happened with the person individually. You take everyone away from their work to listen to what happened, why it should not be done that way, rather than talking with the individual, understanding what occurred and why they chose to act in that manner. Five or 10 or 20 people’s time is wasted while you have what should be a private conversation public. I remember sitting through too many of those, wondering why I was there and what I could have been doing instead.
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You can’t or don’t mitigate institutional friction that keeps people from performing well. Of course, there is friction in every organization. However, some resistance is detrimental to the success of your staff. Unfortunately, you can’t (because it is outside of your control) or don’t (because you don’t think it matters) fix the issue or issues for your people. They are left with the choice of tolerating the situation or going. They may accept it for a while but, eventually, there will be one too many burdens, and they will leave. You may question their willingness to persevere. What are they supposed to do? Fight with the system all the time? Their job is to succeed, and, like a good sports manager, you are supposed to put them in the position they can win. Their departure is your fault, not theirs.
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You would rather do it yourself. When you were in their role, you did it exceptionally well. That’s how you got promoted to manager or director or VP. Now that you are in a position where someone reports to you, it seems easier to do it yourself and explain how to do it. Your direct reports become frustrated because they aren’t learning anything, and they understand that because you won’t teach it to them, you either don’t trust them or think of them as incapable. That’s what your behavior tells them. It is scary to see how many managers, directors, VPs, , act this way.
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You don’t give regular feedback. When I ran a local business group, I would meet with our leadership team monthly. I knew that people didn’t always come to me with what they wanted. They might tell their friends who held leadership roles. So, I would start our meeting by asking, “What are we doing well there we should continue doing?” Then, I would ask, “what should we be doing differently?” If all you do is give what you consider is constructive criticism without offering any praise, they will take every interaction with you as you coming to criticize them again. You will destroy your confidence and desire to work for you.
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You grab credit for your staff’s work without acknowledging them. Many years ago, a friend worked for a financial firm where they sent the entire organization a newsletter about things going on within the firm. The company introduced a revolutionary product that was trying thing money to manage interview organization. They had a photograph of those who were involved. Six men and women wore expensive suits and ties with their arms around one another in a self-congratulatory pose. Off to the side was one uncomfortable younger individual who was wearing a white shirt and slacks. He was obviously the programmer who did all the work to make this great product possible. Unfortunately, he was an afterthought to the credit-grabbing executives in the photograph. The article contained one quote from the programmer who showed his appreciation for being chosen for the project. None of the executives acknowledged in their comments. I saw this happen with someone I knew who developed a global marketing campaign for this company that helped it pick itself up off the mat during the pandemic and generally enormous sales. He was passed over for a raise and promotion while his bosses received them. He did the work, and they got the accolades. Suffice it to say, he doesn’t work there any longer.
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You don’t understand the balance between being friendly and being hands-off. The team wants to feel connected to you, but they don’t want you in their business all the time. They want to know you’re available and that you care, understand what is going on and that you, as their boss see them for all their strengths and weaknesses. They may like “friendly,” and you have to be their boss with all the responsibilities and demands of being one. You have to hold people accountable for their commitments and hire people who want to do great work while giving them the tools to do it. Being too friendly may make it hard for you to be demanding. Being true hands-off may cause them to coast. Instead, you can encourage them to be great. I know in US culture, there is a habit of saying, “Take it easy.” Instead, I say, “Be great.” You should be helping your people aspire to be great and send a subtle message of your expectations for them.
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You don’t keep your commitments. I worked for two firms where each owner had a bad habit of committing to doing something, not following through and pretending he never committed. “I never said that” was how they would plead their case for not having committed to do something. If someone on your staff said that to you, how would you respond? Of course, you would tell them that they had, and it would adversely affect how you view them. Your trust in them would break. It would affect their reviews and promotional opportunities. What you are doing to your team becomes their nightmare. You lied. You denied that you lied. You accused them of making up a story. You attacked them. It is a betrayal on your part that may leave the body intact at their desk, but you lost your soul. Vampires do this.
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You overwork your staff/have unreasonable expectations for their work commitment. I recently received an email from a business owner complaining how two of their excellent workers only worked until 6 PM and were unavailable after that. What should they do? I responded privately by asking whether they were told what the expectations were when they were interviewed? If not, you have no grounds for complaint. You didn’t tell them. How can you blame them after not telling them? Too often, managers, senior leaders, and business owners hire people and then tell them the expectations of their time and effort. They then tell them to be at their desk at 7 AM, work until midnight with breaks. It is a version of slavery designed to create psychological chains. Oh! I forgot to mention that this person makes less than $100000 per year and has a young child at home. Did you think this might be important to say?
These all represent horror stories I’ve heard during my career in search and, now, coaching. It is an expensive management/leadership lesson when it is challenging to attract and retain capable staff, being a monster or vampire, torturing people out of your organization through these and other ghoulish mistakes is an expensive management/leadership lesson to learn the hard way.
Jeff Altman, The Big Game Hunter, is a career and leadership coach working with people worldwide. If you are interested in him coaching you or your organization, you can schedule time for a free discovery call or for coaching at www.TheBigGameHunter.us
Ⓒ The Big Game Hunter, Inc., Asheville, NC 2021, 2024
25 Resume Mistakes That Keep Senior Leaders From Landing Their Next Role
By Jeff Altman, The Big Game Hunter
Your resume can accurately describe every job you’ve held and still fail to show why anyone should hire you to lead. I spent years in recruiting, and I can tell you what happens on the other side of the desk: a retained search partner, a senior leader or a CEO skims your resume quickly, deciding within moments whether to keep reading. What they’re hunting for are answers to three questions. What mandate does this person fit? What scale can this person handle? What business difference has this person actually made?
Most senior resumes answer none of the three. They are accurate, complete, and useless. A complete employment history is not enough–your resume has to make the case for your next role, not merely record the ones behind you. The leaders who get interviews are not necessarily the most accomplished; they are the ones whose resumes make accomplishment obvious.
Here are the twenty-five mistakes I see most often, grouped into the five areas where senior-level candidacies are won and lost. The sample accomplishments and figures below are illustrative — use only accurate details from your own career, and respect any confidentiality obligations you carry.
First, Position Yourself
1. Listing duties instead of business outcomes. “Responsible for regional operations” tells me you held a job. It does not tell me you took a region from $200M to $340M in revenue while cutting controllable costs eleven percent. Duties describe the chair you sat in; outcomes describe what you did from it. Every bullet should answer one question: what changed because you were there?
2. Ineffective or absent quantification. Senior leaders get paid to move numbers, so the numbers have to appear. Scope, budget, team size, revenue, margin, percentage improvements — quantify scope and results wherever the numbers meaningfully demonstrate impact. “Led major restructuring program” is a shadow. “Led restructuring of a $480M division, reducing overhead $32M in eighteen months with zero customer attrition” is evidence. Where confidentiality limits you, use approved ranges, percentages, or nonconfidential indicators of scale: “a nine-figure P&L,” “a team that grew from 40 to 120.”
3. Burying the lead. Read your bullets out loud. If the punchline arrives after a dependent clause and two qualifiers, you’ve lost the skimmer. “Assisted the CFO in preparing analysis that ultimately resulted in a 14% reduction in working capital” buries the fourteen percent at the end. Lead with the result and keep your contribution honest: “Spearheaded a 14% reduction in working capital through the inventory analysis I built for the CFO.” Result first, mechanism second.
4. Relying on corporate BS. “Results-driven visionary” who “spearheaded cross-functional synergies” and wove “a tapestry of leadership.” Nobody has ever hired that sentence. Jargon is a tax on the reader’s attention, and at the executive level it signals the opposite of gravitas. Write like a person who does the work, not like a deck template. Plain verbs, real numbers, actual nouns.
5. Weak executive summary. The top third of page one is your prime real estate. “Seeking a challenging senior role utilizing my skills” is a wasted sign. A positioning statement does three things in three lines: your domain, your scale, and your signature strength. “COO for mid-market industrial businesses; led three PE-backed turnarounds in the $200–500M range; known for rebuilding plant-level performance without breaking the culture.” Now someone knows who you are.
6. Missing the “Onlyness” factor. Fifty other senior leaders are competing for the same mandate. Most of their resumes are interchangeable. Yours should say, in substance, what you do better or differently than the other forty-nine. Maybe you’ve done the exact transformation this company faces, twice. Maybe you’ve scaled the same go-to-market motion in the same regulatory environment. If your resume could belong to any competent executive, it belongs to no one in particular.
7. Failing to customize the primary positioning. A COO search, a VP of Operations search, and a Chief Transformation Officer search are looking for the same person on paper and very different people in fact. Sending one rigid document to all three dilutes you three ways. You don’t need three resumes from scratch — you need a different headline, a different summary, and re-weighted bullets for each mandate. The core evidence stays; the emphasis shifts.
8. Lack of strategic narrative. A resume that reads like a series of opportunistic hops — same title, lateral moves, no through-line — makes the reader wonder whether anyone has ever actually pursued you. Show the genuine arc: larger scope where that’s true, deeper expertise, a new operating environment, a specific transformation mandate you carried from role to role. Explain transitions honestly rather than manufacturing a perfectly upward trajectory, but give each move a reason. When a career reads as intentional, the candidate reads as deliberate. When it reads as accidental, the candidate does too.
Second, Prove Business Impact
9. Omitting the institutional context. “Vice President, Operations” means nothing without the setting. A $500M private-equity-backed turnaround is a different job than the same title at a Fortune 50 enterprise, and a different job again at a founder-owned $60M company. One line of context — ownership structure, scale, stage, situation — lets the reader calibrate everything that follows. Without it, your achievements float free of the difficulty that made them impressive.
10. Unclear scope of authority. Did your transformation cover one local business unit, an entire division, or the global enterprise? Readers cannot infer your remit, and they will not chase you to clarify. State it plainly: “Enterprise-wide responsibility for 14 manufacturing sites across nine countries.” Scope is the difference between a strong manager’s resume and an executive’s.
11. Focusing exclusively on top-line growth. Revenue growth is the number everyone volunteers. But senior leaders are evaluated on operational leverage, capital allocation, and bottom-line stability just as much as on growth. If you grew revenue while margins collapsed, the reader notices. Show the full picture: growth, profitability, cash, returns. Leaders who speak the language of the balance sheet sound like people who can be trusted with one.
12. Writing like a manager, not an executive. If your bullets read like a weekly status report (ran meetings, managed vendors, oversaw scheduling) you have described a job below you. Executive resumes live at the altitude of governance, board influence, strategy, organizational design, and capital decisions. The tactical work you still do goes unmentioned, not because it isn’t real, but because it is assumed.
13. Neglecting board, investor, and audit committee exposure. The higher the role, the more the hiring process is run by people who live in boardrooms. If you have presented to boards, partnered with founders, reported to institutional investors, or worked through audit committees, say so. “Presented quarterly to the audit committee on remediation of two material weaknesses” is a sentence that opens doors at the level you actually want.
Third, Demonstrate Leadership at Scale
14. Ignoring culture, talent development, and succession. Your leadership case is incomplete if it covers strategy but says nothing about the people who delivered it. Show that you build teams that outperform and outlast you: retention of top performers, succession pipelines you developed, leaders you promoted into bigger jobs. “Built and retained a nine-person leadership team through two ownership changes; four direct reports subsequently promoted to GM roles” tells me you leave organizations stronger than you found them.
15. Underselling turnarounds and crisis leadership. Many senior leaders are embarrassed by the mess they inherited as if starting from a broken baseline diminishes the result. It’s the opposite. Inherited a failing division and restructured it? Steered the company through a market collapse or a supply-chain crisis? That is exactly the evidence of judgment under pressure that hiring committees pay for. Frame the situation, then the action, then the recovery. Never hide the hard assignments; they’re your best material.
16. Hiding key credentials and global exposure. Cross-border integrations, regulatory wins in new markets, an advanced credential buried in a footer or omitted entirely — these are differentiators, and differentiators don’t belong in fine print. Major international experience and hard-won credentials go in the summary and the bullets, not in a crowded afterthought at the bottom of page two.
17. Overusing passive phrasing. “Assisted with,” “was involved in,” “participated in” — this is the language of witnesses, not leaders. Use active verbs accurately. If you owned the work, say “led,” “built,” “negotiated,” “delivered.” If you contributed to someone else’s initiative, name your specific contribution and its effect without claiming their authority or their results or cut the bullet. A resume that hedges ownership of everything invites the reader to conclude you owned nothing.
18. Leaving employment gaps unexplained. An unexplained gap invites the reader to fill the blank with an unfavorable guess. You don’t need a paragraph; one clean line does it: “Career break for full-time caregiving, 2023–2024,” or “Took a planned sabbatical after the sale of the company; completed an executive program at Wharton.” A brief, factual explanation of a substantial break gives the reader the context they need; you don’t have to disclose private medical or family details to account for your timeline.
Fourth, Curate the Evidence
19. Letting career history sprawl past relevance. The role you held in 2004 does not need three paragraphs. Anything more than about fifteen years out should be compressed to a line or two, or cut entirely unless something in it directly qualifies you for the target mandate. Space on an executive resume is zero-sum: every line you give to ancient history is taken from the evidence that actually wins you the role you want now.
20. Treating the resume as a historical archive. Your resume is not the record of your career; your LinkedIn profile and your memory are. A resume is a curated exhibit of high-yield evidence for one specific target. Every project you ever touched does not belong on it. Ask of every bullet: does this help qualify me for the next role? If the answer is “it’s just true,” it goes.
21. Generic keyword stuffing. Pasting a cloud of terms into a “skills” section such as “strategy, P&L, Six Sigma, transformation, stakeholder management” convinces no one. The terminology belongs inside the achievement bullets where it demonstrates use, not inside a keyword dump that demonstrates memorization. Write the hard operational language into the results themselves: “Applied lean methods across eight plants to lift OEE from 61% to 78%.”
22. Obvious AI generation markers. The tell is not any single phrase; it’s the uniformity; every bullet has the same length, the same rhythm, the same formal cadence, content so polished it has no fingerprints. A resume that sounds like a template prompt makes you sound like a leader who outsources your own story. To be clear, these traits don’t prove AI authorship — they just make your resume sound interchangeable, which is the real problem. AI assistance is fine; what’s not fine is language you would never use in an interview and numbers you can’t defend. Rewrite the draft in your own voice, break the symmetry, and make sure every figure survived the round-trip.
Fifth, Make It Readable and Credible
23. Inconsistent or visually dense formatting. Walls of text, quarter-inch margins, erratic indentation Fail because the reader’s eye gives up before their judgment does. Retained search partners skim; the document has to survive skimming. Consistent structure, generous white space, and one clear visual logic throughout. As for length, choose it based on relevant evidence and readability, not on an arbitrary page count. A senior career with real scope may justify two pages, but every line on them has to earn its place.
24. Inconsistent tense and date formatting. Use present tense for ongoing responsibilities and past tense for completed achievements, even in your current role, and stay consistent to the end. Same for dates: pick a format and keep it. These are small errors, but they land like typos in a board paper. A senior leader’s resume implies a senior leader’s attention to detail; the formatting has to keep that promise.
25. Poor visual hierarchy. Bullets that run four or five lines get skimmed, not read, and the achievement inside them gets skipped along with the filler. Aim for two-to-three lines per bullet; how long that renders depends on your layout, so check the printed page, not the word count. If a bullet can’t be trimmed to that, it’s probably two bullets wearing one. The strongest results should be the easiest things to find on the page; if the reader has to mine for them, they won’t.
The Test Before You Send It
Here’s the editing test I’d apply before this document goes anywhere. Hand your resume to someone who doesn’t know your career and give them sixty seconds. Then ask: What mandate am I a fit for? What scale have I handled? What business difference have I made? If they can answer all three, your resume is doing executive work. If they can’t, or if they can only tell me where you’ve worked and what you were responsible for, you’ve written a personnel file, not a case for hiring you.
Fix these twenty-five things and you won’t just have a cleaner resume. You’ll have a document that makes the case, clearly and quickly, that you’re the leader worth interviewing.
Ⓒ The Big Game Hunter, Inc., Asheville, NC 2026
Last week, I released a number of new blog posts, including:
What is the LinkedIn Headline? #shorts https://thebiggamehunter.us/what-is-the-linkedin-headline-shorts/
4 Micro-Actions to Create More Job Leads https://thebiggamehunter.us/4-micro-actions-to-create-more-job-leads/
What It’s Like to Work at a Startup in a Coworking Space (And Why It’s Not What You Think) https://thebiggamehunter.us/what-its-like-to-work-at-a-startup-in-a-coworking-space-and-why-its-not-what-you-think/
Interview Mistakes: Arrogance vs Confidence #shorts https://thebiggamehunter.us/interview-mistakes-arrogance-vs-confidence-shorts/
Over 50 and Job Hunting https://thebiggamehunter.us/over-50-and-job-hunting/
How to Find Unadvertised Jobs on LinkedIn #shorts https://thebiggamehunter.us/how-to-find-unadvertised-jobs-on-linkedin-shorts/
How to Optimize Your Profile for LinkedIn’s AI Recruiting Tools https://thebiggamehunter.us/how-to-optimize-your-profile-for-linkedins-ai-recruiting-tools/
How to Project Confidence in Interviews #shorts https://thebiggamehunter.us/how-to-project-confidence-in-interviews-shorts/
What Do You Do If You’re A Middle Manager with Rusty Technical Skills https://thebiggamehunter.us/what-do-you-do-if-youre-a-middle-manager-with-rusty-technical-skills/
How to Find the Hiring Manager Behind a Job Opening https://thebiggamehunter.us/how-to-find-the-hiring-manager-behind-a-job-opening/
No BS Career Advice, October 18 2026 https://thebiggamehunter.us/no-bs-career-advice-october-18-2026/
Stop Sending Applications Without a Clear Job-Search System https://thebiggamehunter.us/stop-sending-applications-without-a-clear-job-search-system/ons #shorts https://thebiggamehunter.us/limitations-shorts/
Are Employment Agencies Legit? #shorts https://thebiggamehunter.us/are-employment-agencies-legit-shorts/
Filter Out Viral Job Advice and Get Results #jobsearchtv https://thebiggamehunter.us/filter-out-viral-job-advice-and-get-results-jobsearchtv/
What Recruiters Know That You Don’t: Your Value in the Market #shorts https://thebiggamehunter.us/what-recruiters-know-that-you-dont-your-value-in-the-market-shorts/
How To Hire (And Retain) Great People https://thebiggamehunter.us/how-to-hire-and-retain-great-people/
7 Things To Watch Out For When Your Company Is Acquired https://thebiggamehunter.us/7-things-to-watch-out-for-when-your-company-is-acquired/
Is Recruiting a Dead End Job? #shorts https://thebiggamehunter.us/is-recruiting-a-dead-end-job-shorts/
4 Micro-Actions to Create More Job Leads https://thebiggamehunter.us/4-micro-actions-to-create-more-job-leads/
A Great Story Framework for Job Interviews https://thebiggamehunter.us/a-great-story-framework-for-job-interviews/
The secret best month to get hired revealed by recruiters https://thebiggamehunter.us/the-secret-best-month-to-get-hired-revealed-by-recruiters/
Taking Control Of Your Job Interview https://thebiggamehunter.us/taking-control-of-your-job-interview/
The Older You Get #shorts #quotes https://thebiggamehunter.us/the-older-you-get-shorts-quotes/
How to Become Irresistible to Employers Without Chasing Jobs https://thebiggamehunter.us/how-to-become-irresistible-to-employers-without-chasing-jobs/
Interview Red Flags: Lots of Interviews and Waiting #shorts https://thebiggamehunter.us/interview-red-flags-lots-of-interviews-and-waiting-shorts/
Tell Me About Your Failures (for Senior Professionals) https://thebiggamehunter.us/tell-me-about-your-failures-for-senior-professionals/
Resume Pet Peeves https://thebiggamehunter.us/resume-pet-peeves/
A La Carte Services
The Interview Intel Snapshot: Ideal for Individual Contributors & entry-level professionals
The Strategic Interview Dossier: A strategic Battle Plan tailored to you. I analyze your experience against the role’s requirements to identify your unique value proposition and, crucially, your hidden risks.
Trusted Adviser Services When you want to sort things through with someone who doesn’t have a vested interest in the decision you make
Salary Negotiation Coaching You’re down to the wire but the offer doesn’t seem quite right
Video Courses:
More Answers to Tough Interview Questions
Start Your New Job Like a Star!
What to Do When You Can’t Do What You Used to Do
Books and Guides by Jeff Altman, The Big Game Hunter
Available on Amazon as PDFs, too. When you order a Kindle book, you’ll be given the choice of downloading an EPUB or a PDF.
The Recruiter Magnet: LinkedIn Profile Optimization. Turn Recruiter Searches into Interviews NEW!
Pay Me What I’m Worth: Practical Tactics for Negotiating New Job Offers
Networking for Introverts: Build Powerful Connections Without Cold Calling
Interview Mastery: The Ultimate Job Interview Framework
The No BS Job Search Playbook: How Hiring Works
The No BS Job Search Playbook: AI Job Search Prompts and More
The Ultimate Job Interview Framework
Diagnosing Your Job Search Problems: Figuring Out Where the Problem Is
The Right Answers to Tough Interview Questions
Job Search Strategies for Recent Graduates: A Guide for Post-Graduation Success
10 Steps to Changing Careers: Break Free and Do Work You Love
Great Answers to Behavioral Interview Questions
Executive Job Offer Forensics: Deep Dive Due Diligence
The Resilience Pivot: Turn Job Search Rejection into Career Success
The Panel Interview Playbook: A Beginner’s Guide to Winning the Room (and the Job)
No B.S. Resume Advice: How Does Yours Measure Up? (a short guide)
No BS Questions You Should Ask on Any Interview: They’ll Tell You If You Fit (a short guide)
Get Your Job Search Organized NOW!
Get Ready for the Job Jungle: 10 Steps to Prepare for a Job Search
Quiet Confidence: Your Secret Weapon for Modern Job Search
The No BS Job Search Playbook: Get Paid What You’re Worth
LinkedIn Job Search Success Made Simple (A Short Guide)
Go Remote with Zero Experience: The No BS Job Search Playbook
The Algorithmic Pivot on LinkedIn: The 2026 LinkedIn Pro«le Strategy in the AI Era
Deciding to Unretire: A No BS Job Search Playbook
ONLYNESS: The No BS Playbook for the AI Age
Stop Reciting Your Resume: How to Use Stories to Get Hired
Background Checks: What Are They Trying to Find Out?
From Job Hopper to Job Hero: The No BS Job Search Playbook
Job Interview Q&A: 25 Job Interview Questions and Answers So That You Can Win at Interview Karate (His Short Guide)
Covert Job Search for Leaders: The Executive Edge
Great Resumes for Nursing Jobs: Templates and Tips for New Graduates
Available on Amazon as a Kindle book, PDF, and audiobook
All books cost no more than $12.99 for Kindle or as PDFs. Many are available for 99 cents. Paperbacks cost more.
#BeGreat
Jeff Altman, MSW, CCTC
I’ve Helped Tens of Thousands of People Land New Jobs and Careers By Applying My Executive Search Experience to People’s Unique Situations | Career Transition Coaching With No BS
