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100 Million New Jobs By The End of 2020

There was a time in my life when we dreamed big and set ambitious collective goals. I think of President Kennedy setting a vision that an American would walk on the moon by the end of his decade. Although he did not live to see it and no one having an idea of how to accomplish it at the time he said it, the United States was successful with accomplishing that goal and, as a result, new technologies and industries were created.

Since that time, I can think of few things that have inspired a nation, let alone nations, to take such dramatic and positive actions.

With economies changing and the world becoming more complex, many have been left behind. According to one statistic I have seen, global unemployment currently exceeds 200 million people. Many are younger people who have been unable to find their place in the world of work . . . some lack skills, some lack access . . . there are many reasons.

Our politicians have done an extremely good job of turning ourselves against one another, rather working collectively toward making progress toward a different shared vision that we can work together on while still respecting our differences and helping more people achieve some level of success, not by American standards, but by their standards.

I arrive to this discussion with the opinion that when people work, they feel more productive and better about themselves. They take those feelings into their relationships and interdependencies with others and families. Not all work will seem meaningful by dominant culture standards but, if we look through the eyes of a younger person in the US, or Africa, Europe or Asia, we may see potential opportunities for them and their families.

In the US, the phrase that is oft repeated is that some do jobs that Americans would not do.” Perhaps there are many in your nation that are doing work that those in the dominant culture are unwilling to do.

I would like to offer a vision for the balance of this decade. By the end of the year 2020, let’s create 100 million new jobs or solo businesses worldwide. Let’s create a climate where business wants to hire people throughout the world. Let’s see tax policy that offers apprenticeships and training for people in manufacturing and other trades. Let’s have each nation see what they can do to foster a climate and education where people want to work and are able to work.


Let’s create a global initiative to create 100 million new jobs by the end of 2020 and see how different and our relationships become.

Are you with me? Send me an email at [email protected] if you are. Share the vision; take action toward it. Encourage your employer to train people for jobs in your country, rather than make them pay for their own job skills. Encourage tax policy that will create 100 million new jobs worldwide.

Share the vision. Share the dream. Let’s put politicians to work creating the climate for 100 million new jobs to be created, not fostering hatred of one another and our differences. Send this article to the politician of your choice and let them know you want them focusing on creating 100 million new jobs.


Please feel free to translate this into any language and share it. Like it on appropriate social media.

Let us know how many new jobs or businesses were created; we will keep a tally of new jobs, not from government statistics but from shared information. Email us at [email protected]

If you would like me to speak with me about this vision, interview me for your newspaper, podcast or other media purpose, email me at [email protected] and put the word “Interview” in the subject.



Jeff Altman




The Most Important Word No One Uses in Job Search, Hiring and Leadership

[spp-tweet tweet=”People can disagree without being disagreeable.”]


If there’s one thing that I learned in my long career as a headhunter it is that few employers know how to interview someone. 

They develop job specifications and then promptly ignore them, adapting them on the fly without communicating to staff how to vary their critique of potential new hires.

They are concerned about “fit” but use no objective measure to evaluate their existing staff or potential hires for actual fit.  In addition, they forget that both they and the potential new job hunter are on “good behavior” during the interview, trying to create a positive impression with one another.  How can you measure fit when both parties are lying to one another?

They never tell their staff who is involved with the interview how they are to evaluate someone for the role, leaving it to them to figure it out… Or worse, walking over to someone and saying, “Can you interview this person for me?  I have to finish a call (or my meeting is running long).”  

They ask people, “What do you think,” instead of, “Are they qualified?”  Then, they ask no follow-up questions to seek clarification of the opinion.


The lowest statistic I’ve ever seen for buyer’s remorse among employers is 50%.  50% of all employers regret a new hire that they made within 6 months.  The highest statistic I’ve seen is 82%.  New hires feel similarly.  Within 6 months, most regret the decision that they made to join.

The problem comes down to each is making a decision based upon “the performance” the other was giving and how that measures up to the image they have in their mind of how someone should act.

For example, we know employers will never ask the question, “Are you a leader?”  And rightly so.  After all, what do you expect someone to say?  “No, I am a follower not a leader.”  The next time that answer is given will be the first time.

Instead, we all look for behaviors that are congruent with our image of how someone should behave during an interview.  Thus, the word I am referring to in the title of the article is congruence.  How your behavior is in agreement with, is consistent with, in harmony with, matches with, is in unity with our idea of how someone should conduct them oneself to be qualified for a role that we are trying to fill.

When leaving an organization, we often do the same thing.  We ascribe virtue to people who agree with us and “shut up” people who don’t.  Obedience is rewarded as agreement with us.  This agreement is rebuked is not being consistent with being “a team player.”

Presidents are often criticized for surrounding themselves with “yes men” and “yes women” yet in organizations everyone in a position of authority makes the same mistake of creating a “hallelujah chorus” around themselves.

So, in your systematic way of hiring people, you have created a systematic way of maintaining a closed loop of information around yourself and then reinforce it once the new person is on board.

Does that make a lot of sense to you?

One way of thinking of it is in the immortal comic strip, Pogo, and it’s famous statement, “We have met the enemy and it is us.

The fact is that most leadership and hiring comes from images we have of someone and how they should conduct themselves, rather than on the basis of any fact. We choose to hire people like us or our image of what someone should be like, instead of useful criteria.

We expect others to behave differently than we do and wonder why they screwed up. People are hired because they look and behave like we do and forget both of us are on good behavior during the meeting.

We are the problem with hiring and with leadership in our organizations.


“I’m starting with the Man In The Mirror
I’m asking him to change his ways
And no message could have been any clearer
If you wanna make the world a better place                                                                                                                                                                                                                        Take a look at yourself, and then make a change

                                                             ~Michael Jackson, Man In The Mirror


It is time to look in the mirror and take responsibility for why your staff leaves, you hire poorly, lose people you want to bring on, get “half effort” from your team and, to be clear, this is not a purely a problem for managers. It is a problem at the highest levels of your organization.

Start with yourself and your leadership. Dissect it for congruence. Create inspired disharmony (that does not mean being disagreeable. People can disagree without being disagreeable).


© The Big Game Hunter, Inc. Asheville, NC  2017


Jeff Altman, The Big Game Hunter is a leadership and career coach who worked in recruiting for what seems like one hundred years. He is the head coach for and

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