Please Welcome Liz Powell to JCP!

Liz Powell

Liz joined Joseph Chris Partners as a partner in 2015. After obtaining her degree in Human Resources in 2013, she discovered her passion for recruiting, and she has placed executives across various industries, including oil and gas and real estate. Recruiting for Liz is about helping a client and candidate come together like pieces of a puzzle, which is a win-win for all and such a positive feeling. She also enjoys the fact that no search is the same and you learn something new everyday. Her prior experience in business development, marketing, human resources, and networking have set her up for success in her role as a partner. Liz describes herself as savvy, creative, and knowledgeable.

Liz has a Bachelor’s of Science in Human Resources Management from the University of Phoenix.

When Liz isn’t working, she enjoys spending time with her daughter and son, catching up with family from her home state of Indiana, taking walks, and listening to music.

Welcome to the Team!

Veronica Ramirez, CEO

Please Welcome Trish Mahoney to the JCP Family!

Trish Mahoney joined Joseph Chris Partners in 2015 after almost 15 years in education. Her teaching career enabled her to make strong connections with others, practice empathy in all situations, and demanded hard work and dedication. Trish also possesses a strong desire to help others succeed and reach their fullest potential. All of those skills have prepared Trish for a successful career in recruiting here at Joseph Chris Partners.

Trish is extremely hard working, loyal, dedicated, and positive, and manages to handle any issue while wearing a smile. She describes herself as passionate, determined, and kind.

Trish has a Bachelor’s of Science in education, and in her free time, she enjoys making memories with her two children, watching Texas Rangers baseball, enjoying BBQs with friends, camping, and when the weather keeps her indoors, watching marathons on Netflix.

Welcome to the team!

Veronica Ramirez, CEO

Please welcome Terry Nesch to JCP!

Terry joined Joseph Chris Partners in 2015, after working as a corporate recruiter in the insurance and financial services industry for the past 10 years. She has traveled Texas placing talented individuals both in leadership and insurance roles. Terry has been a Top Performing Recruiter (Top 5% Nationally), including being Top National Recruiter for hiring Veterans.

Terry has a keen ability to connect with people to find the right role for them. She has always been able to recognize talent and help those individuals find the right career path. Terry has been known as “The Connector” through her networking and personal and professional contacts. She describes herself as determined, dedicated and ambitious.

Terry attended the University of Houston for Certified Financial Planner courses, San Jacinto College South, and has had her Life, Health & Accident Insurance License since 1991.

In her spare time, Terry loves to spend time with her husband, who is also named Terry, and they love jazz music, exploring new restaurants and they love to travel.

Welcome to the team!

Veronica Ramirez, CEO

Do You Love Your Job?

No job is perfect, even the best relationships have their down days. So, with that being said, all of the following may not be the case all of the time but when you LOVE your job, many of the following should be the case!
1. Do you talk about people or do you talk about the great things they are doing?
When you love your job, you talk about people and their successes, not their failures.
2. Do you think, “Do I have to do that” or “I can’t wait to take this on?”
When you love your job, you enjoy taking on new tasks, not complaining about them.
3. Do you see your clients as “people to satisfy” or simply as “people?”
When you love your job, you think of them as real people who have real needs, not as numbers.
4. You enjoy your time at work.
When you love your job, it’s a part of your life, not something you have to do.
5. You would recommend working at your company to your best friend.
When you love your job, you can’t stop talking about how great your company is, not trash talking about it.
6. You enjoy attending meetings.
When you love your job, you enjoy meetings…seriously…Why? Because it’s fun to be at the center of thoughtful, challenging discussions that lead to decisions, initiatives, and changes – changes you get to be a part of, not “do I have to go to another meeting?”
7. You think about winning not surviving.
When you love your job, you enjoy being challenged to achieve your potential, not “am I going to get fired today?”
8. You see your manager as a person you work with, not for.
When you love your job, you feel valued, respected, and trusted, not like a door mat.
9. You don’t want to let your co-workers down.
When you love your job, it is important to you that you carry your weight because you admire them – and you want them to admire you, not “I have to do everything around here.”
10. You hardly ever look at the clock.
When you love your job, you’re too busy making things happen, not “oh my gosh, I have 7 more hours to go.”

Why Entrepreneurs Don’t Retire

I have a friend that knows the exact amount of time before he can retire–down to the number of days. He looks forward to his retirement date every single day, and has a countdown like a child waiting for Christmas to arrive in the month of December.

That’s a hard notion for me to comprehend.

I mean, why wouldn’t someone who seemingly despised their job so much, just change careers?

Apparently it’s not that straightforward.

My wife grew up in a household where both of her parents worked. Both had great jobs, working for the same company for nearly their entire career. They saved, invested, paid off debt and ultimately retired early.

From what I understand, they both enjoyed their jobs. They liked the company they worked for and the people they worked with.

They now enjoy their hobbies, Grandchildren and spending winters in the South.

I would venture to guess that MOST people’s professional path is similar to one of the scenarios above.

I’m not one of them.

Much to my wife’s dismay, the thought of staying at the same company for 25 years with a predictable income, socking a bit of each check away for retirement and callin’ it quits at 65, sounds terrifying to me. In fact, it sounds miserable.

That doesn’t mean that the people that fit the scenarios I mentioned above are miserable or that their way of life is wrong.

In the case of my in-laws, they had wonderful careers and were/are perfectly happy.

The difference is the mindset of an entrepreneur.

Work isn’t an obligation and path to a better life. For an entrepreneur, work is a passion and IS the better life.

Retirement isn’t a planned event, nor is something being invested in. Retirement savings is the sale of a company, the future IPO or the liquidity that comes from your companies success.

Dream cars, homes, vacations aren’t just fantasies to entrepreneurs, they’re realities. If they don’t get it this year, they try again the following year. And, the year after that. There is no end in sight and no point of giving up.

Entrepreneurs don’t retire simply because they don’t want to. Entrepreneurs are defined by what they do and their business-life is a part of their legacy.

This lack of retirement planning can be hard though–especially on those that think differently.

My wife, the saint she is, has had to come to terms with the fact that our future is highly unpredictable. Given the way she was raised, security to her is defined by a stable income and a growing retirement account.

There are often times, like right now, where I have very little to no income coming in. This means that whatever we have saved, goes to support the present, not the future.

As an entrepreneur, that’s stressful, but not in the same way it is for someone who thinks like my wife. As an entrepreneur, you possess the conviction to believe that it’s short-term and have the ability see the big picture. Others often look to the present to predict the future.

While entrepreneurs don’t retire, we have to be mindful that others in our life wish that we did.

Dana Severson

How Successful Candidates Steal Job Interviews

Searching for a job can be frustrating, especially if you are devoting full-time hours to the process. You spend hours laboring over the perfect cover letter and making sure your resume is impeccable. You follow all the rules, but still receive no phone calls from employers. What is the deal? You know they called someone.

I have not searched for a job in a few years, but I get a bit queasy thinking about what it was like. I also interact with tons and tons of candidates every week as the CEO of Aha! and I can feel their pain. Looking for a job can be so painful that it paralyzes you.

Despite your best efforts, you may feel like you are tossing your resume into a great abyss. What are you doing wrong? And what is someone else doing right?

Probably nothing, but you need to understand this difficult job climate. The economy may be slowly improving, but there are still roughly three unemployed people for every job opening, plus an untold number of passive job seekers. There are simply a lot of people competing for jobs.

To be a stand-out candidate, you need to drastically change your approach.

You will start landing interviews when you start getting bold.

This is no time to be timid. If you want employers to notice you, start acting like a strong candidate. Try these tactics that I used and other successful candidates are using right now:

Break the rules
Many employers impose restrictions on job-seekers, such as no follow-up phone calls. Or they force you into a rigid online process that searches only for applications matching certain keywords and kicks out the rest. You need to figure out a way to get around HR. Figure out the email address for whoever makes the hiring decisions and send the person a short, personal note. Mail your resume to the company or hand-deliver it with a smile. Okay, so you did not follow their rules. Who cares? If you are a terrific candidate, you may get a call simply because you showed some real chutzpah.

Get small
Are you responding to every job posting that sounds remotely like something you might do? You may think your odds will improve if you send out enough resumes. Here is my advice — send out fewer resumes. Get small. Make a shortlist of places you would like to work, and send out your resume with a personalized cover letter showing how well you know the company and their needs. You will make a positive impression, and lay the groundwork for a new relationship with the company.

Use Google (not that way)
Why should employers have all the technological advantages? Make the technology start working for you. If that monster of a career site is serving up duds to your inbox, check out niche career sites, which may list great openings that have less competition from other job-seekers. Set up Google alerts for the type of position you want. For example, product management reveals a lot of employers looking to fill that role every day.

Finding a new job can be a great challenge for even the strongest candidates, but successful job seekers are bold and stay focused.

Do something entirely different and see what happens. With every bold move you make, your confidence will increase, as well as your odds that a great job is not far away.

Brian de Haaff

Do You Know How Recruiters Read Executive Resumes?

Wouldn’t you like to know how recruiters read your resume? If you did know, you could leverage that knowledge to incorporate the right strategies into your resume, right?

Believe it or not, recruiters are trained how to grab the most information in the least amount of time. By last count, they have shaved the time down from 10 seconds to 6 seconds, so you know your resume needs to be sharp to capture their interest. I researched a few recruiting firms for tips they would give their recruiters on how to get the most out of reading a resume. Here is a culmination of that research:

1. Start with the targeted profile. It should be a well-written statement that delivers a strong message of who the executive is, his or her strengths, and a thumbnail statement that supports the results. A generic or poorly written statement heads the resume to the “no” pile. (Tip to executive: Make sure your profile clearly defines your talent and skills so the reader quickly grasps your value.)


Generic statement: “Marketing expert looking for a company where I can apply my executive skills to help the company grow.”

Targeted statement: “Global chief marketing officer with success in pioneering B2B & B2C innovative marketing and business development strategies that impact the entire business value chain.”

2. Read between the lines for accomplishments, results and potential. Many executives are prohibited from revealing confidential corporate data and may not be able to reveal the true breadth and depth of their impact on the bottom line. (Tip to executive: Front load your bullet-ed statements so the recruiter gets the most important information first and then what action you took to achieve it second.)

Example: Reduced time-to-market of new product launches 32% by restructuring the product management organization and driving innovative tactics.

3. Check executive’s most recent job title and employer to see if they held a similar role or is on track for the position being filled. For example, if you’re looking for a CFO, think “possibility” if you see titles like vice president or director of finance. (Tip to executive: Depending on the company size, a director-level title may be equal to a C-level job in another organization. Consider translating your title.)

Example: Director of Finance (Chief Financial Officer equivalent.)

4. Look for positive change in previous roles revealed by dollars, percentages, and improvements. Such phrases as “responsible for,” and “managed” don’t uncover the results of the actions taken and the executive’s contribution to it. (Tip to executive: Create your bullets so that they are accomplishment based rather than duty oriented. Of course, you will need to have a few lines of the major responsibilities for your job above this section, but in your bullet string you should be showcasing achievements.)


Duty driven: Assumed responsibility for the Group’s North American business.

Accomplishment based: Transformed $115M North American business from loss to first profitability in its history. Reversed $2.6M loss to $263K profit in first year. Boosted gross profits an additional 12% in year two.

5. Look for warning signs like gaps in employment. Ups and downs in the economy may have resulted in legitimate gaps, but be sure to vet the executive to fill in the gaps. (Tip to executive: Be prepared to explain any gaps in your employment during an interview without coming across defensive or appear like you are trying to hide something.)

Example: If you took time off to get your master’s degree, care for an aged parent, or to raise a child, just say so. Make sure that you emphasize any constructive activities during your gap period such as volunteer work, workshops or coursework, consulting, or freelance work.

Use these “insider” secrets today to get the job tomorrow!

Louise Garver

The Key To Letting Go

We’ve all heard it or been told we need to let go, forgive and forget and this is the right thing to do. It enables us to move forward in life, genuine forgiveness really does lighten the emotional load and in the long term it is true only you become consumed by the wrong you perceive happened, the person who did this has probably long forgotten you, or what they did. If they ever noticed or cared in the first place.

It’s difficult though, isn’t it? And here’s why.

You have to understand what it is you are holding onto. Regardless of the trauma or the betrayal. You have to dig past the pain and anger to see what it is you haven’t reconciled within yourself yet.

There is a valid point to the argument why should I forgive and forget, but where do we draw the line between letting go of the pain/ hate/ anger and remembering the lesson. Often this is why we hold on to the emotion. We fear if we let go of it, it can happen again and the best way to keep our guard up is to become disciplined in waiting for someone to attack us again.

It’s a tried and tested method across all of the armies around the world. None of them practice peace, they practise attack and defence strategies and there’s no reason you shouldn’t either. It is sensible to be smart to the behaviours of others which offend us and that’s the lesson.

It has happened to you so in theory at least you should have learnt the lesson. Not always easy and often this is because we didn’t want it to happen in the first place. We hope if the next time comes along it will be different, the person will have learnt their lesson or we will see the signs and it wouldn’t happen again. When it does, you beat yourself stupid for being….Well so stupid as to let it happen again.

And this is where you have to dig deep. Are you holding onto the anger because you feel let down or did you not learn the lesson? Anger in these circumstances is often a reflection of our frustration at ourselves. The inner critic has let rip and isn’t holding back about how it feels let down. You should have known better, done better etc. A no win situation which can fester deep inside.

When you should have known better, never forget the good intention you had. The world is a better place because of the people who give second chances. You are the people who make the real differences. You risked getting burnt again because you cared enough to open your arms and welcome a person back into your life. The boundaries had been set and the other person crossed them….again!

It’s not your fault. You are the reason people have hope when their world is going wrong. Trust me I know, I was given a job based on someone’s belief I deserved a second chance. It changed my life forever.

What if you hadn’t learnt the lesson? This is a different kind of digging deep. You have to try to understand why you went back and allowed it to happen again. Thinking it might have been different is an excuse masking what is missing inside of you that this challenges?

You were invested in a particular outcome because of the potential reward, this can be work or relationships etc, even the gym. This covers a whole scope of issues which can keep recurring in our lives. Why was it you were revisiting the issue again and expecting/ hoping for a different outcome?

This is your key to letting go, understanding the hole you are trying to fill. Once you figure this out you can let go and never forget the lesson.

David Watson

Please Join Me In Welcoming Brian Arnold to the Joseph Chris Team

Brian Arnold comes to Joseph Chris Partners with 25 years of leadership and management experience within a variety of different industries. Brian has held executive level management positions in the fields of Banking and Finance, Construction Management and Sales as well as two separate tours with the United States Army.  He spent his first tour with the 75th Ranger Regiment and as instructor at the U.S. Army Infantry School at Ft. Benning, Georgia.  After ten years back in the private sector Brian, a native New Yorker, reenlisted after the attacks of September 11th, and served as a Triage Specialist/Combat Medic for a forward support hospital.

The determination and dedication that were forged during his military service are invaluable in his position as a partner here at Joseph Chris.  Brian does not know how to fail.  He also understands what it means to really work as a team to reach common objectives and brings that mentality to servicing the clients he works for and the candidate relationships he develops.  Additionally, his firsthand management experience in the industries we have long serviced provides him with a perspective that allows him to truly understand his clients’ business needs and bring them the right candidates to achieve their goals.  Finally, Brian has never met a stranger.  Raised on Long Island and descended from Irish and Italian immigrants, he is a gifted communicator who connects with people easily.  People are naturally drawn to him, and in an industry where relationships are cornerstone, his ability to develop and maintain relationships is one of his greatest assets.

Brian lives in Kingwood, Texas with his four children and enjoys spending his free time reading, playing and coaching volleyball and running with his Blue Heeler, Mickey (named after Yankees great, Mickey Mantle).

We look forward to supporting his development and watching his fierce interest in “being all he can be” for his clients, company and self.

Veronica Ramirez, CEO

Joseph Chris Partners

10 Simple Techniques to Eliminate Interviewer Bias

People who are honest with themselves recognize they often make judgments about people they’re hiring based on insufficient, flawed or biased data. But few interviewers are honest with themselves. Most let their emotions, biases and flawed thinking dominate who gets hired. Worse, most people don’t even recognize the problem.

I just read an article on Fast Company regarding the negative consequences of this type of decision-making. As the article (indirectly) points out, interviewers make mistakes by overvaluing the quality of the candidate’s first impression, level of assertiveness, affability and communication skills. Mistakes are also made if the interviewer is overly confident in his or her own interviewing skills or uses cloudy judgment like assuming attending a prestigious university or technical brilliance is a prerequisite or predictor of success.

Based on 35 years of interviewing thousands of candidates I’d suggest that more than 50% of hiring errors are attributed to these types of issues. So if you or someone you know is less than honest when it comes to recognizing their own biases, try these ideas out the next time you or they interview a candidate.

10 Ways to Become an Honest and Objective Interviewer

1. Bring your biases to the conscious level. People tend to relax when they meet a candidate they instantly like and get uptight when this instant reaction is negative. Make a note about this the next time you meet a candidate. Controlling your biases starts by recognizing you have them.

2. Do the opposite of your typical first impression reaction. Most people seek out positive confirming facts for people they like and negative facts for people they don’t like. You can neutralize your biases by doing the opposite.

3. Treat candidates as consultants. We initially give someone who is a subject matter expert or a highly regarded consultant the benefit of the doubt. If you give every candidate the same courtesy – whether you like them or not – the truth will be evident by the end of the interview.

4. Measure 1st impression at end of interview. If first impressions are important for job success, assess them at the end of the interview when you’re not seduced by them. Then objectively determine if the person’s first impression will help or hinder on-the-job success.

5. No 2’s. The Performance-based Hiring process I advocate uses a 1-5 scale to rank candidates on the 10 factors that best predict on-the-job performance. A Level 2 is someone who’s competent but not motivated to do the work required. By spending extra time on determining what motivates a candidate to excel, you’ll be able to tell the difference between social energy and true work ethic.

6. Listen to the judge. The judge’s instructions to the jurors are always the same: Hear all of the evidence before reaching a conclusion. Every interviewer should take the same advice.

7. Conduct a phone screen first. The less personal nature of a phone screen naturally reduces bias by eliminating visual clues and focusing on general fit and the person’s track record of growth and performance. By establishing this initial connection with the candidate based on his or her past performance, the candidate’s actual first impression – strong or weak – is less impactful.

8. Use evidence, not emotions, to assess the person. Unless backed up with evidence, words like “feel,” “think,” “gut” and “not sure” are evidence of emotional and biased decision-making. “While the candidate is quiet, the fact that he was assigned to two cross-functional leadership teams reporting to the COO on critical projects indicates strong team skills,” represents how evidence should be collected and used to make decisions.

9. Wait 30 minutes. Force yourself to wait at least 30 minutes before making any yes or no decision. During this time collect the same information from each candidate whether you like the person or not. This waiting will be a lot easier if you do all of the above first. Then don’t be surprised if nervous candidates become less nervous and outgoing candidates become less impressive.

10. Divide and conquer to systematize bias out of the selection process. Don’t let anyone have a full yes or not vote on whom gets hired. Instead assign each person on the interviewing team a subset of the factors in this Quality of Hire Talent Scorecard to “own.” During the debriefing session share everyone’s evidence. This way the team makes the hiring decision neutralizing the emotional bias of each team member.
Be honest with yourself. When it comes to hiring, recognize your biases and force them into the parking lot. This won’t compromise your standards of performance. Instead, it will open your eyes to a broader group of remarkable people who are more diverse, less traditional and more motivated to excel that you never even knew existed.

Lou Adler