Job Search Strategies For First Time Managers – Transcript
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Job Search Strategies for First Time Managers
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(Edited for length and clarity)
Intro
I'm really excited to be here today and I'm going to be talking about Job Search Strategies for First Time Managers. What I'm going to be covering are strategies that you can use to advance your career into a management role, even if you haven't yet been in a leadership or management role yet.
I'd like to begin by acknowledging that the land on which I live and work is the unceded territory of the Coast Salish peoples, including the territories of the Musqueam, Squamish, and Tsleil-Waututh nations and I'm grateful for the opportunity to be able to do so, and to connect with you all today.
My name is Vida Thomson, and I have 10 years of HR experience primarily within the engineering and mining industries, which is part of why I'm so excited about WIMDI. I definitely understand some of these challenges for women, especially when thinking about career advancement.
I started my own company in 2017 to work one-on-one with people to help them succeed in their careers and I have three main areas of focus: career coaching, where I help clients find career clarity and direction; develop job search strategies and plan to transition into leadership roles; resume writing, where I work with clients to write resumes to effectively highlight their skills and help them start landing interviews and interview preparation; helping clients learn how to effectively interview and to understand what HR and hiring managers really want to see from candidates in an interview.
Statistics about Career Advancement for Women vs Men
For every 100 men who were promoted to management, only 72 women were promoted to management. So, this is a statistic I really don't like and if you're looking to move from an independent contributor role to a manager role, that can really be a challenge. As you can see here, it can be even more challenging for women. Men are often promoted on potential, where women are promoted based on experience and when it comes to moving up in your career, experience is often the biggest obstacle.
Independent contributor roles and manager roles are different. You may not have the direct experience doing all of the management tasks that are listed in the job posting and so part of what I'm going to talk about is how to leverage those transferable skills and demonstrate them in a compelling way, so you can get the attention of HR and hiring managers and help them understand that you have the ability to do the job.
5 Basic Steps to Getting Any New Job
There are five basic steps to getting really any new job, but in this case, management jobs. the first step is choosing the jobs to target, second is assessing your skills, third is writing your resume, fourth is job search, and five is interview. For the first step, choosing jobs to target; this is a part that job seekers often don't spend that much time on, but it's actually really important to proactively put some thought into this and really identify what you want to target and start putting together a plan of how to get there. Most people tend to apply for roles that are a bit too junior, trying to look and see what they can get and applying for ones that they feel they're likely to get an interview for and they might often feel too intimidated to apply for roles that are the next step above their current role. I can't tell you how many clients I've worked with that show me job postings that just really aren't the next level in their career. They might be below their skill and experience level, or it might be the exact same job they're doing now.
When I ask, "You know, why are you interested in this role? Why are you applying for this?" They generally just say, "Well, I met the qualifications, so I figured I'd just apply for that one." Often, job seekers feel that they can't apply unless they have 100% of what's on the job posting, or have done everything that's listed in the job description. What we want you to do is apply for roles that are a stretch and start to build the confidence -- feel confident that you have the skills to do them. A stretch role is one where you've done about 50-70% of what's in the posting and if you're applying for a stretch role, it's normal to feel a little scared, you should feel a little scared, there should be something about the role that excites you and, yes, scares you a little. By working through these five steps that I'm talking about, this will help you build the confidence in your skills to do the job.
#1 – Choosing Jobs to Target
You don't want to apply for a job you've already done; one where you've done 50%-70% of the duties already, you want to apply for new, challenging roles; jobs where you don't meet every qualification. Some of these aspects, for example, are flexible. Let's look at three years of management experience as a job requirement, versus a professional engineering designation as a job requirement. It's easy to say if you have the professional engineering designation or not, that's a yes or no, but three years of management experience isn't really that easily defined. There's a lot of things that could meet that. Informal management experience might meet that, or the person that ends up getting hired might just have one to two years of experience and it might be informal.
These things are flexible and it's not always the same conditions that get you hired. The stats support this too, 84% of HR managers reported that their company is open to hiring an employee whose skills can be developed through training. It's important to remember that companies understand this too, that people do need to develop once they move into a new role.
#2 – Assessing Your Skills (with Examples!)
The next step is assessing your skills, and it's important to really spend some time on this and take a good look at your skills; get a good idea of where you're at. Now, it's hard to assess your leadership skills when you haven't been a manager or in a leadership role yet, but one thing to keep in mind is that people tend to have more leadership skills than they think they do. Most people focus on why they're not qualified; they focus on the negative; they look at the job description and see all the things that they don't have. They also tend to underestimate contributions and qualifications and assume the bar for “qualified” is higher than it really is. As a result of that, they miss out on jobs they could apply to, just because they ruled themselves out because they don't think they'll get them.
Job descriptions are often worded in a somewhat intimidating way; they might describe looking for an exceptional leader with outstanding communication skills that can direct high performance teams, and it can be easy to get caught up in the intimidation and anxiety of the new content in a job description. What we want you to do is focus on the positives, focus on why you are qualified, and this means taking some time to identify all the ways that your experience does meet the requirements; the ways your contributions and qualifications would help you to do the job well.
For ex. if you haven't seen "Mad Men" yet, it would've been great to binge watch during the pandemic. It's a show about the male-dominated world of work in the 1960s at an ad agency. Let's look at one of the characters, Peggy Olson, in the picture here, who at the start of the show begins working as a secretary for Don Draper, the ad agency's Creative Director.
In Don Draper's role, he oversees the development of ad campaigns for clients, including creating concepts, pitching ideas to clients, leading teams of copywriters and illustrators to create ads. Peggy then gets the opportunity to do some copywriting, so she gets to write engaging, creative content for a variety of marketing campaigns and then gets promoted from a secretary to a copywriter role. Now, after gaining multiple years of experience as a copywriter, let's imagine she's going to go up for a copy chief role as she did at the end of season five, and this is a leadership position that would have her managing a team.
In this job description, the first thing they're looking for is someone who's managed a team of junior copywriters. So, looking at this, Peggy might say, "No, I don't think I have this experience." She feels like her boss, Don Draper, is the one managing the team, that's not her job, (but that's just one item in the job posting).
The second thing they're looking for is someone who has experience dealing with delicate client situations and who can fix copy to make sure clients are happy. Now, this one, Peggy's feeling pretty good about; she's feeling like she can do this one. She's always reworking copy to please her picky clients or her picky boss and going through secretary school and working as a secretary means she's got a lot of skill at handling tricky situations with grace and diplomacy. So, she's feeling good, she feels like she can tick this one off.
The third thing they're looking for is someone who can write and pitch a compelling creative vision to clients. This is a tough one, it's kind of intimidating. It's getting into some of that intimidating language that job descriptions can have and Peggy's feeling like, "You know what? I write a lot of copy, but I don't feel like I'd call it a creative vision." She doesn't feel like her work's that cohesive, and she feels like she's not yet at Don Draper's level of pitching and impressing clients; she feels like she'd also be a no on this one. At this point, she might be feeling like, "Well, maybe I'll just give up on this and maybe I'll just go and apply for copywriter roles and forget about the manager role," because she just doesn't have the experience.
Of the dos and don’ts, when it comes to assessing your skills -- one of the don’ts is to treat the requirements like strict rules. Instead, you want to treat the requirements a little bit more like broad targets. Try to think out of the box for ideas as to how your experience can meet the job requirements. Another thing to not do is to give all the credit to your team. Instead, you want to take credit for your role in the team's success, so really think about what you did as part of a team to make the project a success.
The other one you don't want to do is only count formal leadership. You don't have to be a leader to have leadership skills, informal leadership can include things like training, developing new processes, mentoring, leading projects, and all kinds of things. You want to be sure that you count informal leadership experience, even if you have experience that maybe wasn't formally recognized and no one noticed it or gave you any credit for it, that still counts too, so always keep that in mind. Another don't is, don't forget all the amazing things you've done!
Instead, you want to keep track of your achievements. A lot of resume writing clients that I work with, I'll ask them about a role, "Hey, tell me about the achievements you had in your last role." And often their response will be, "Mm, I don't have any," or, "I don't know." But once I get talking to them, we realize they've got a ton of great achievements, but they just forgot about them. A great way to deal with this is to create an achievements file. If you receive an acknowledgement from your boss or a co-worker, or you just do something you feel good about, make a copy of the email or jot down a few notes and put it in the file. This really helps when you go to write your resume or get ready for an interview.
Another don't is to put less detail into overseas experience. Instead, you want to make sure that you give that overseas experience equal weight to Canadian experience. A lot of my clients that have mostly international experience often hear that it won't be given as much consideration as Canadian experience, but this doesn't mean that you shouldn't count the skills and experience you gained overseas. Make sure that you give it equal weight to Canadian experience.
Now that we've gone through some of the dos and don'ts, let's go back and reassess how Peggy might fit into this job ad. So, the first point was she felt like she wasn't quite managing a team, but when she really thinks about it, (and what she's kind of forgotten here), is that she's been doing a lot of mentoring and technical supervision of the copywriters for a long time already. She's seen as the senior person on the team, the person that all the copywriters go to when they have questions or might need direction. She's also doing a lot of management too, she's filling in for Don when he decides to take a long liquid lunch and keeps the boys in line in general.
As we look at this again, it seems like she can do this one. Looking at the third point again, (this was a one that was a little bit intimidating, where she was feeling like she couldn’t fully claim responsibility for the full creative vision or pitching ideas), but when she really thinks about it, she forgets that she was coming up with basically all of the creative for a long time, because Don was off gallivanting around with his new wife, and she was always pitching everything internally to get it accepted; even if she wasn't responsible for every single client-facing pitch, that's still a skill that she has.
She’s also done a lot of pitches herself too, so when we really think about it, it seems like she might just be being too hard on herself and I think that she can say she's done this one too. When we put it all together, it seems like Peggy's actually quite qualified for the copy chief job and it's not a huge surprise. In the show, she does get hired by a competitor, CGC, another ad agency, as a copy chief!
#3 – Writing Your Resume (with Examples!)
The next step is writing your resume to clearly align the skills you have with the job you want. And I've read a lot of resumes, both in HR and as a career coach, and I've written a lot of resumes for clients as well and I can tell you the main areas where people make the biggest mistakes, and the first one is describing their experience as tasks.
Reading a job description is not that exciting for someone that's reading it, and it doesn't help them to understand how you can positively impact the company or contribute as a leader. The next thing they do is often, is underplay the impact of their accomplishments, (or maybe they don't even include achievements or accomplishments at all).
The last one is including too many irrelevant details. A lot of people tend to focus too much on the wrong information and the wrong information is anything that's not in the job posting. What we want you to do is describe your experience as outcomes and results and share the impact of your accomplishments. The thing to ask yourself is, “What effect did my accomplishments have on the company, or on the project, or on the team?” You want to only include what's relevant to the job. If it's a management job, the bulk of your resume's content should be emphasizing those leadership and transferable skills that the posting is asking for. Even if you're in an independent contributor job right now, this is still the case; you don't need to be a leader to have a resume that shows off leadership experience.
If we look at an example of what Peggy's resume might look like, here are the first three points: #1, we have “a graduate of Miss Deaver's Secretary School”, then we have “contributed to copy for women's products including Belle Jolie Lipstick and Playtex” and “Responsible for printing sample ad campaigns for client meetings.” What do we assume about Peggy from the resume? and does she seem like management material?
It seems like the consensus is not great, this isn't presenting Peggy's skills as well as she could.
Let's see what we can do to fix it up. On the “don't” side of things, you don't want to position yourself as someone who just does tasks. Instead, you do want to position yourself as someone who “defines” tasks. What I mean by this, is someone that comes up with the ideas, lays out the strategy, and takes the initiative to get things started. You don't want to just talk about the duties you had, but the results you created and quantify them.
In Peggy's example, you could clearly see we have someone that does specific tasks—contributes to copy and prints off ad campaigns—but for a manager role, this isn't really what hiring professionals are looking for. They want to see more involvement in defining strategy and the tasks involved. Even if part of your current role is doing these kinds of tasks, a resume that focuses on these tasks won't stand out to someone who wants to hire a manager. Instead, you want to focus your resume on the things you’ve done that are related to the manager role.
When writing a management resume, the words you use matter. We can see that from Peggy's resume. You want to use action words that emphasize your leadership skills and the value you created, not words that just emphasize your ability to perform tasks. You don't want to use words like “printed, entered, provided, performed.” You want to use words like “created, initiated, directed, and spearheaded.” You also want to try to avoid corporate buzzwords, company specific, or industry specific terms. You don't want to use these highly specific terms unless, of course, they're relevant to the posting you're actually applying to.
The stats kind of back this up too, to show that the words you use matter. There's a 51% increased response rate when you use leadership-oriented words, so it can definitely make a difference. Another don't is you don't want to tell your entire detailed career story. You do want to create your resume to provide the information that recruiter's looking for.
We don't need to include everything you ever did in a position on your resume. So, let's say your role is 50% task-based and 50% leadership-based. When describing your role, you don't have to include the 50% of those task-based responsibilities like Peggy did. Your description of your role can just focus on the leadership activities you did that are relevant to the job you want. Tying into that, you don't have to include every bullet point from every job you've ever had. You can take bullet points out and you can even take out entire jobs that are just not relevant.
Hiring professionals assume that what's on the resume is what you've done and that it's what you want to be doing in the future, so you also want to keep that in mind and focus on that. Another don't is to have a single resume that you use for every job. What you want to do instead is customize your resume for the job. The best way to figure this out is to look at the job postings and compare them. Are they the same or are they really different? Are the qualifications similar? Are the descriptions of the roles similar? It really comes down to the job postings you want to apply to, and if the requirements and responsibilities of the roles are the same or not.
Now, as I said at the beginning, independent contributor and management jobs are different. Job descriptions are different, qualifications are different. If you are in the situation where you're applying for both, maybe you're thinking, "Well, I'll apply for manager roles, but I'll also apply for independent contributor roles." You might need two versions of your resume, one that's focused on the requirements for IC and one that's focused on management requirements.
Going back and looking at Peggy again, I think the consensus was that she's really done a whole bunch of stuff on the don't list, so let's see how we could fix this up. The first thing we have on the list is that she graduated from secretary school, and this might be left over from the version of her resume when she applied to her first job as a secretary there. She might want to still include it because it's known as a prestigious school, but this is definitely a no. It's a big problem because this is totally irrelevant for her to do her job as a copywriter, and it makes her seem more junior. She's just not applying to that secretary role anymore, and of course it's at the top of the resume, so we want to replace this with something that shows her level of seniority and speaks to the things that the job ad wants to see.
Let's replace that with managed a team of five junior copywriters and illustrators. Then the next point we've got is about contributing copy to women's accounts. This is also not ideal, she hasn't just contributed, she owned many of these accounts, she took credit, she took control of the pitches, so she's really understating her role here. She may not have officially been the leader, but she did take the lead on these. Another thing she's doing for some reason is limiting her role to only a subset of the clients that focused on women's products.
At the time, she was viewed as a “lady copywriter” that could only get assigned female accounts and work on the accounts focused on female products; she's really just playing right into that stereotype. Now, that's totally unfair to her because she's worked on all kinds of products. This is actually limiting her experience and potential. So, let's replace that and start portraying her level of seniority.
Let's call her senior copywriter and have her managing multiple international campaigns across seven industries, not contributing to them. We want to show off the full breadth of clients she works with too, not just in those female industries. Let's add in there that she's worked across seven industries. For the last one, now we've got her being responsible for printing sample ad campaigns for client meetings. Yes, she may have done that, but that wasn't her main contribution, she was coming up with the creative ideas, she was pitching at the meetings and winning over clients. Again, she's made herself seem like she's on the admin staff rather than the copywriter that she is, so let's replace this one with an achievement –one of her biggest successes where she pitched and won a $2.5 million campaign for Burger Chef.
After a few revisions, this is what her resume looks like now. Does she seem like management material? Jillian's saying, "She comes across as a leader." Awesome. Maureen says, "Yes, she's a rock star." That's quite the transformation. "10 out of 10, would interview." Excellent, yes. So, from this, it sounds like now we want to hire her, so that's quite the transformation.
#4 - Job Search Strategies
The next step after you've finished with the resume is job search and this is where you want to start actively searching for that new manager job that you're interested in. When it comes to job searching, most people get really excited at the beginning, they start looking, they apply to a bunch of really awesome looking jobs online and then they wait, and unfortunately, they may not hear back. Then, what happens is they might end up giving up and sticking with their current role. Applying online can feel very defeating.
The resume is important as we just went over, it can make a huge difference, but it can't do everything for you. This is especially true when you're looking to advance your career into management. What we want you to do is network and then apply online. Looking to advance to a manager role, you really do need to be reaching out and having conversations with people. A great place to start is informal coffee chats with friends and former colleagues. Informational interviews can then be the next step. And so, this would be setting up conversations with connections, people you know, or people that you don't know, new connections who happen to have expert knowledge in your area of career interest. In this case, this could be setting up informational interviews with managers in your industry.
Another great way to network is getting involved with WIMDI, including #WIMDIasks. This is a great place to build your networking skills in a supportive environment. LinkedIn is another great way too; using that platform is a great way to make new connections. You can identify and reach out to people who have experience in careers and companies that look interesting to you. You always want to update your profile with your new resume info before you start reaching out, but you don't want to sit on LinkedIn waiting for people to approach you. Although, you might get approached once you do make some changes on there, you should also be taking the initiative to make those new connections too.
When it comes to job searching, one of the don'ts is pretty simple. You don't want to just hide behind your computer, you do want to get out there and talk to people. Aligned with that, you don't want to just apply online, you know, 30 seconds after you see the job posting, why not take a minute to try to contact someone at the company, see if you have any connections there and then apply online. The important thing to remember too is that management skills are communication skills. So, you know by reaching out and making these connections, you'll be demonstrating your leadership skills by taking the initiative to do this, to make those new connections and communicate effectively.
Another don't is you don't want to come across as desperate and possibly focused on getting a job as part of this, you don't want to be asking if there's any jobs available right away or asking if someone can set you up with an interview a couple minutes into the meeting. Instead, what you want to do is be friendly and focus on learning what challenges they have that you could help with. You don't also want to slip into mentee mode where you're looking for a mentor. Treat them like a slightly more experienced peer while highlighting your leadership skills.
A great way to do this is by asking strategic questions to figure out what you can help with. A good example is a question like, "What are the biggest challenges in your department?" Or, "What have you found difficult to recruit for in a manager role?" With these kinds of questions, you can learn a lot and you can also share how you might be able to help them. The statistics really support this too, 60% of jobs are found through networking. It shows that the resume's important, but networking can be even more important. And networking worked for Peggy, she got her copy chief job after she met Ted Chaough at a diner.
#5 – What to Highlight in Interviews (with Examples!)
The last step is the interview. This final piece of the process is interviewing for the role that you actually want. This can be one of the most challenging steps of all when transitioning from an independent contributor to a manager. Most people tend to interview like they’re at their existing level, they focus on the tasks they're responsible for, they don't take full ownership of what they're doing, and they talk like they're aspiring to manage your level responsibility.
What we want you to do is start interviewing like you're already a manager. Focus on the impact your actions had, take full ownership for what you did and start talking like you already have that manager-level responsibility. As part of this, what's great to do is set aside some time to sit down and brainstorm stories for these areas as part of active interview preparation. It takes some time to get used to thinking like this –to get used to talking like this—and it's almost impossible to think of all of this on the spot in an interview.
Ideally you want to get ready for this before the interview's even scheduled. Some of the leadership skills you want to highlight in your interviews are strategic focus, overseeing and supervising work, creating efficiency, mentoring and coaching, managing a budget, improving performance, decision making, conflict management, managing change, and cross-departmental influence. And so, your reaction might be, "Oh, but I haven't done any of that," but you don't have to have been in a leadership role to have done any of these things. In all honesty, you've probably already done them before, maybe even a lot, but it's all in how you frame it, especially in the interview.
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Conflict Management
In an interview, an independent contributor might describe it like this. "I escalated issues with key clients to the management team for resolution." So, escalating that, not really resolving the issue, but taking it to a senior staff member to resolve. Going through a management lens, it might be described like this, "I managed expectations for a disappointed client and insured retention of an XX per year client." This shows taking initiative to manage the clients yourself before issues arise so it doesn't even have to be escalated. It also shows the clear result of ensuring retention of the client. It can include a dollar amount, but it doesn't have to, but the skills of managing expectations and client retention are still the same.
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Strategic Focus
An independent contributor might say something like this, "We processed 200 leases for cars per year." This one has the use of we, which is very common during interviews and can be a tricky one. When you're used to working in a team environment, you get used to saying "we" for everything, it can take some practice, but we want you to start shifting to using "I" because it makes it quite difficult for the interviewer to understand what you specifically did in that situation. This one also focuses on task-heavy results, processing car leases. For a manager, they might word it like this, "I implemented a new sales strategy to close 200 additional leases per year." Even though we're looking at the same results, these 200 leases per year, this small shift in wording makes it sound much more strategic. This new strategy doesn't have to be something that's department-wide, it doesn't have to be something that you taught other people to use, it can be a shift in your own strategy, but what it is doing is showing that strategic thinking.
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Overseeing Work
An independent contributor might say something like, "We organized a mentoring program for our staff. I volunteered to help out with mentor and mentee matching." As you can see, there's that use of "we" again. It's difficult to understand exactly how the person might have contributed to the program and you tend to assume they played a small role. “Helping out” sounds like you weren't doing a whole lot at all, you certainly weren't leading the initiative, but maybe playing a small part in it. From a manager perspective, it might be worded like this, "I started a successful mentoring program for the company. I coordinated five employee volunteers to launch the project and assigned the mentors to mentees." Using “started” right away demonstrates initiative, and “coordinated employees” demonstrates the ability to lead others. “Launching the program and assigning the mentors to mentees”, that shows the clear result and that you were able to lead the program to its successful conclusion.
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Decision Making
An independent contributor might say something like, "I assisted my boss with the implementation of a new software package for geological modelling." Right away, the use of assisted kind of minimizes the contribution, it gives the assumption that you took orders from the boss and didn't really guide the strategy. From a manager perspective, it might be worded like this, "I evaluated software packages for the team and made a recommendation that resulted in purchase." “Evaluated software packages” right away suggests the value add that you contributed. Even if you weren't responsible for the ultimate decision, a question to ask yourself is, “Did you play a part in it?” Making recommendations shows that you might have played a big part in it, that might have been the whole reason your boss decided to make that purchase. Recommendations are a great way to take credit for your contribution to a decision.
Summary: How to Get Useful, Career-Enhancing Feedback
You came here to figure out how to get career-enhancing feedback and we reviewed the specific actions: understanding the "What" of the feedback is the first step. Understanding the "Why" it's important to the company; to your boss; to your team. And this was where we spent most of our time on C, Agreement. because that's in our experience where most people actually have the most sticky point is getting that agreement stage and without the agreement stage, it's really hard to build a development plan. So the agreement stage really is the foundation for a development plan and also the agreement stage of agreeing on your performance or different aspects of it. It will prepare you for that awesome negotiation that Carrie's going to talk to you about soon, so on the agreement stage, breathe, quiet, your sympathetic nervous system. It'll reduce your feelings of anxiety. Manage your emotions. Get into that executive brain.
Now, don't cry. And if you do take a break, if you're still crying, reschedule. Number four, listen to understand, get curious, watch out for that confirmation bias and gather evidence. Check for understanding such as, "Oh, could you clarify or rephrase?" So, do I understand it correctly? And then explain. Breathe and pause; let it sink in, try it on, take it home, talk it out. Don't be afraid to set a follow up meeting.
Check for agreement internally. If you feel like you're still disagreeing, what is it do you think that you're disagreeing about on that checklist? And lastly, if you do disagree, use "I" language facts, talk about behaviour importance and impact, and get curious. And then we covered a development plan. And that was all about, again, getting with your smart goals that are in alignment. And in Holly's prep, she talked about that as being clear on your goals. And so when you do your development plan, you should already have all of those goals in mind, so that it's much more easy for you to share what your next steps are together with your boss. And last but not least, certainly not least, celebrate. Performance reviews can be hard regardless of how good they are, they can be very stressful on the body, as well as the mind and emotions. And so celebrate yourself because even just showing up today, I'm sure that you've picked up quite a bit, and I want you guys to be the Sabrina of the next story, because that would just rock all of our worlds.
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