The Executive Update

Ask the Coach: You Have Questions, We Have Answers

Every week, NETSHARE hosts Ask the Coach, a phone-in coaching session with leading career management experts. Here is an excerpt from our most recent session with Christine Dennison, The Job Search Coach.

As part of our weekly career coaching call, NETSHARE members will call, email, and tweet their questions for our coaches to answer. As a change of pace this week, we thought we would offer the questions as they were presented, with the responses by this week’s expert, Chris Dennison:

Q: Can you discuss working with, finding and approaching Private Equity firms?

To quote from Chicago politics, “We don’t want nobody nobody sent.” Job search success depends heavily on relationships and referrals. There also are search firms that include work with private equity and venture capital firms in their specialties; check the Kennedy Information Directory. Banks, investment banks and accounting firms also have those relationships, so see who’s in your network who can introduce you. There are also firms that keep a stable of interim managers on tap, such as Tatum LLC, which has offices across the country.

Q: In the past I held two C-level positions (CEO and COO) at relatively small firms (under $10M). I have been looking for a position as General Manager/Director/Vice President for which I consider myself well-qualified, but I am getting the impression that recruiters and hiring managers are dissuaded by my previous C-level positions. Perhaps they are thinking that I no longer have the energy to "work," that I might not be used to reporting to someone, that I am just looking for an "interim" position. How do I overcome this?

Your best strategy is to focus on connecting your ability with their specific pain. Then the resume can (and should) be more of an afterthought. If you’re using the resume as a door-opener, it’s much more difficult to avoid the typecasting and assumptions. Job search conversations and relationship development are especially critical situations like yours.

Q: During this difficult economic time, some candidates may have issues in their background check related to home short sales or other financial issues. Do you have any suggestions on how to deal with this, or do these topics even come up on the typical employment background check?

Background checks are becoming more prevalent, but many states are trying to update their laws to keep them fairer. For the most part, an actual credit check should only apply to positions that include handling money. Most of the time you will have had a chance to win them over before a background check is performed, but it’s still difficult to figure out if and when to bring up any negative information that may be in your record. Companies shouldn’t poke around for information that isn’t relevant to your ability to do the job, but that doesn’t mean they won’t. Of course, if you are turned down you might have grounds to sue them, but where does that get you?

Q: You go on a face-to-face interview. It goes exceedingly well and you get very positive feedback in terms of comments made and body language. But once you leave the building it turns into a literal black hole. The HR contact doesn't respond to your emails or return your phone calls, even though you strongly suspect that you're going to get called back for a second interview. Is the HR contact dodging you because he/she literally doesn't know when the next round of interviews is going to take place? And if that's the case, what's the best course of action? Stop trying to contact them? The "not knowing" is leading me to some sleepless nights.

“They” don’t usually mean to leave you hanging. It’s good to ask during the interview what the next steps will be and the timetable. Then you have a reason to follow up, but add a week to whatever they say. HR is usually in a state of frustration, trying to keep the decision-makers moving the process along. It’s perfectly reasonable for you to be professionally persistent –just be sympathetic to HR’s challenges. As much as we would love to be the center of their work schedule, that’s never the case.

Resume Errors: How Computers Are Making Us Dumber

If you work with hiring managers and recruiters, you will hear all kinds of horror stories about receiving resumes and samples. It appears that job search can impede common sense, and living out loud online has made us less concerned about how people perceive us as we rush from email to blog post to get the word out.

In many ways, the personal computer has made it easier to look foolish to a hiring manager or recruiter because computers make it possible to work faster without necessarily checking what we are doing. It has become too easy to send a resume at the click of a mouse or post material on the web to use as a reference, whether that material is a fit or not. One recruiter recently posted to her Facebook page that she had just received a cover letter directing her to a blog site for writing samples, and the blog site bears the disclaimer, “not suitable for readers under 18.” What was that job seeker thinking?

The computer age has made it easier to reach out to prospective employers via web, e-mail, e-forms, Twitter, LinkedIn, you name it. And that’s the problem, it has become so easy to reach out that the proprieties and protocols are suffering as a result – candidates don’t take the time they need to think and review before they hit “send.”

I recently saw a blog post from Peter Shankman, social media expert and author, and founder of Help A Reporter Out, who was seeking to hire an assistant editor. His experience is all-too-typical what recruiters and hiring managers are seeing today:

• He received 481 resumes, of which 33 were sent to the wrong email address so were disqualified for failure to follow instructions.
• Of the remaining 449, 184 had the resume attached to an email without a cover letter, note, subject line notation, nothing. They were immediately eliminated. As Shankman says:

“We didn’t specifically ask for a cover letter, but come on – Nothing? That doesn’t give us much to go on. That’s like a guy walking up to a girl in a bar and just screaming “SEX!” It doesn’t work. Give us some reason to look at you – This is your first introduction to us. “JOB!” doesn’t cut it.”

• Another 52 were immediately eliminated for spelling or grammar errors, or because they were addressed to the wrong person or the wrong company (the curse of cut-and-paste in haste).
• 213 resumes left, and 28 were eliminated for their email addresses (e.g. poopiepants47@hotmail.com)
• Of the 185 left, 20 were selected who matched the job criteria

So nearly half of the resumes he received for this job were eliminated for stupid errors and because the candidate did not stop to think or check his or her work. Maybe computers don’t make us dumber, but they do tend to make us more careless, and those mistakes will eliminate you from the running before you can even show your value.

Ask the Coach: Navigating the Recruiter Phone Screening

Every week, NETSHARE hosts Ask the Coach, a phone-in career coaching session with leading career management experts. Here is an excerpt from this week’s session with Kristin Speer of Accelerated Search Consulting.

Whether you are dealing with a recruiter or a hiring manager, you have to navigate the initial phone screening. Your objective is to present your credentials in such a way that the recruiter will see you as a solid candidate for the position in question. You also want to get a solid sense of the qualifications they are looking for so you can be more focused as you move through the process.

In this week’s coach call, Kristin had some specific suggestions as to how best to tackle the initial phone screening. A lot of her advice has to do more with proper preparation so you can be ready for the call itself. Here are some suggestions she offered to our Ask the Coach callers:

1. Read the job specification carefully. All candidates are given a job description before a phone screening, and there is a lot of detail and insight in that document that can point you in the right direction. Identify elements that aren’t boilerplate and that give you a hint as to the company’s focus and needs. Kristin notes that most job descriptions are poorly written, so you have to be prepared to ask about the company’s most pressing challenges. Also ask about expectations for the first three months, six months, and 12 months.
2. Read up on the hiring company. This is a critical part of your homework. Check out the company on LinkedIn. Talk to connections about what is going on with the company (preferably by phone rather than email). Find out all you can.
3. What kind of questions can you expect? It naturally depends on the nature of the position, but Kristin offered some ideas of the questions she would ask for a technology position. You can anticipate similar questions:
   • What experience do you have to the company’s market? Have you dealt with that target audience and similar products?
   • Have you had P&L responsibility? Did you have revenue targets, manage the sales team, have hiring/firing responsibility, manage resources to a budget, etc.
   • Have you had product lifecycle experience? Do you manage product development, QA, product marketing, etc? Do you have cross-functional interaction with sales, product marketing, engineering, etc?
4. Be prepared to answer questions about your management approach. You want to be specific here, talking about whom you managed, where they were located, your management challenges and how you handled them, and how you mentored those under your supervision.
5. Customer involvement. What was your role in working with large corporate accounts? How did you handle interaction and who had accountability for customer satisfaction.
6. Whenever possible, use examples. You want to use specific examples to answer questions and who how these examples related to experience cited on your resume.

Ask the Coach: Negotiating Compensation Starts with the First Contact

Every week, NETSHARE hosts Ask the Coach, a phone-in coaching session with leading career management experts. Here is an excerpt from this week’s session with career transition coach and career management consultant Randy Block.

Most executives don’t start worrying about negotiating a salary or compensation package until after they receive an offer. This week’s career coach, Randy Block, reminded everyone that negotiations begin the first time you make contact.

When you first talk to a recruiter or hiring manager in a phone screening, or when you start filling out an online job form, the hiring company is already trying to determine if you fit in their price range. These first contacts are designed to eliminate you right away based on salary. If you are priced too high, or too low, then it will knock you out of the running. That’s why it’s important to try not to give a firm salary figure until late in the interview process.

The question is bound to come up. Randy offers a number of suggestions to try to avoid answering the question how much do you want to get paid:

1. Try the Richard Nixon defense; answer a question with a question. When asked how much you want, you can counter with a question like, “What is the range for the position?” About 60 percent of the time they will tell you. If it’s below your minimum requirements, you need to decide if it’s worth going forward. Is the fit good enough to make it worth your while, or is the salary range close enough to make it negotiable?
2. If the interviewer comes back and asks for a number again, you can counter with something like, “Well, if the fit is great for your company and for me, then I am sure we can come to some kind of compensation package that is mutually satisfactory.” Randy says that he has found that when both sides like the fit, they want to work hard to make things work out. That covers about 20 percent of those who ask.
3. When they really press you for a figure, then you have to give it to them. If the salary figure is a deal breaker then ask yourself if this company is really worth pursuing in the first place.

Now you have starting point. As negotiations continue, when you get to a written offer letter you can really start to negotiate. First, you must determine if you truly want this job. If you don’t then it will become clear during negotiations and both sides will be damaged by continuing. If the salary is still lacking, then there are other ways to sweeten the deal. Consider other perks, an equity stake, a signing bonus (typically 10 percent of base salary), stock, or a performance review within three months with an incentive increase. You might even consider increasing the scope of the position.

(For those who are interested, our May 25 Experts Connection teleseminar will be on "Show Me the Money:  Executive Compensation Negotiation in Today's Economy.”)

Ask the Coach: Time for an Attitude Adjustment

Every week, NETSHARE hosts Ask the Coach, a phone-in coaching session with leading career management experts. Here is an excerpt from a recent session with career coach Don Orlando .

The economic downturn has played havoc with the job market and a number of very talented executives have been out of work for some time. It’s time to rethink your career strategy and take a hard look at your attitude. Are you presenting the right tone to the market to get hired? What you say in writing and in interviews says a lot about you and you want to make sure those on the receiving end are getting the right message.

During this week’s career coaching call, the discussion turned to “transitioning” due to layoffs. Don noted that attitude was really important for those in transition and you need to make sure you position yourself correctly and deliver the right message.

In the past, being “out of work” for a period of time put you out of the running with most employers. That’s not true these days. One NETSHARE member calling in said he had build a successful practice as a consultant and wanted to know how to leverage that experience to find a full-time position with a large corporation. He was listing his current title as “interim consulting” on LinkedIn and wanted to know if that was sending the right message.

Don suggested leaving out the defining term “interim.” That sends the wrong message and suggests you are only consulting part time, with partial value. Rather, you need to be seen as a full-time professional who provides valuable services to your clients. Make sure your marketing documents reflect that attitude; that you are committed to delivering value with superior expertise.

Companies will hire based on perceived value, so your attitude has to reflect that value. Show them the benefits you have to offer. Don’t point out that you are unemployed, and terms like “interim” do that, whether it’s intentional or not. Show them that you are passionate about what you are doing, and that you will be just as passionate at solving their problems.

Attitude is everything, and you have to put on a positive attitude to gain positive results.

12 Tips to Help You Make A Better First Impression

We talk a lot about personal branding and the need to have solid marketing documents that articulate your true value. However, if you can’t make a strong personal connection, it will be that much harder to demonstrate that you have the skills needed for the job. Making a great first impression is half the battle in impressing a hiring manager. Here are 12 tips to help you make a solid first impression, compliments of Alyson Kruger at Business Insider:

1. Dress to impress. Studies reveal that first impressions are formed within the first 17 seconds of a meeting, and 55 percent of that opinion is appearance. How does this affect your strategy for attire? Dress conservatively, even if the dress code for the workplace is casual or “funky.” Avoid loud accessories, hair styles, shoes, or anything that would take attention away from your skills. Also dress to show that you respect for the interviewee and the company.
2. Think before you speak. Seven percent of what we think of others is based on what they say. Think about how you want to come across, whether it’s humble, aggressive, optimistic, innovative, then make a list of words to convey that impression. Even if you don’t use those words it will help you prepare.
3. Watch your tone of voice. Thirty-eight percent of a person’s first impression is taken from tone of voice. Consider how you sound to others. Do you sound calm, enthusiastic, confident, humble, self-assured. Practice the way you want to be perceived.
4. Adjust your body language. Ninety-three percent of people’s judgments are based on non-verbal cues. A firm handshake, good posture, a smile, and eye contact will help reinforce a good first impression. Avoid gestures like crossing your arms or sitting too casually which may convey that you are bored or don’t care. Be aware of your physical attitude.
5. Use their name, often. People like to be acknowledged and studies show that addressing potential customers by name increases the likelihood of a sale by 36 percent. When you meet someone, say their name – “It’s a pleasure to meet you, Jim.” And repeat their name through the interview. It will help cement the relationship.
6. Be on time. Being late shows a lack of respect for others’ time. If you can, arrive 15 minutes early and use the time to collect your thoughts.
7. Focus on them. Even though it’s an interview, focusing too much on yourself will bore the other party. Prepare by making a list of questions about the other person and their company. You don’t have to go into great detail but show that you are interested in learning more about them.
8. Listen. We have talked about the need for good listening skills in the past. Exchange information, don’t dominate the conversation, and listen to the others closely. Also acknowledge what they are saying with phrases like, “that makes sense” or “interesting” or “can you elaborate on that” to show you are engaged.
9. Tain’t necessarily funny. Watch the use of humor. Avoid sarcasm or controversial jokes that could be misinterpreted, especially if you are meeting someone for the first time.
10. Bring your documents. Don’t assume they will have copies of your documents. Bringing your own paperwork shows you are prepared. And bring them in a portfolio or briefcase to show you are organized.
11. Do your homework. Learn all you can about the person whom you will be meeting. Check them out on LinkedIn, the corporate web site, and using other social networking tools so you can ask informed questions about them.
12. Be yourself. If you can, try to relax and be yourself – be authentic. To help you overcome nervousness, do something to relieve the stress. Exercise beforehand, listen to music, whatever helps you relax. Also give yourself a pep talk, list your best qualities, practice in the mirror, or call a friend to give you a boost. And during the meeting try to relax. You can never know what the other party is thinking so just be yourself.

“A Recruiter, An HR Manager, and a Hiring Manager Walk Into a Bar…”: The Power of Storytelling

Effective communications can be tricky, particularly in an interview setting. In the past we have talked about effective communications strategies, including constructive listening. I recently spotted a guest post by Ira Koretsky, The Chief Storyteller, on the Marketing Executives Networking Group (MENG) blog offering tips to improve your communications skills. The thing that rang most true for me was the notion of storytelling. We all have a story to tell, and effective storytelling is the best means to communicate your personal value proposition.

Storytelling is as old as the spoken word, and effective storytelling needs to be part of every aspect of communications, whether It’s your resume, your biography, or an elevator pitch. When you engage with anyone, you want to be able to tell your story in a concise and compelling fashion that engages and informs. As Ira Koretsy notes:

By reaching your audience’s heart and mind, you access the part of them that wants to believe in what you have to offer.  You need to inspire others around you to achieve your goals.  The greatest bonding and trust-building tools we have are effective stories.

Stories are designed to explain, inspire, bridge a gap, promote new ways of thinking, and most importantly for you in an interview setting, promote a shared vision of the future. Powerful storytelling can win over any contact to help you in your search, whether you are looking for new contacts to help you on your way, or trying to ace an interview.

So what are the elements of an effective story? Here’s what Koretsky has identified:

1. Use a story structure that has a clearly defined beginning, middle, and end. Even if you are telling a business story, you need to use a structure to show the listener that you have a point you are trying to make. The familiar beginning, middle, end structure will help build empathy with your audience since it’s familiar and they can follow along.
2. Tell your story with a message in mind. Before you start telling the tale, understand what you want your audience to take away from the tale. What is your objective? Do you want the reader to learn something or act differently? You can develop a targeted message by putting it in a category such as process, customer service, teamwork, leadership, etc. Apply one of the major reasons you want to tell the story, i.e. to inspire action, bridge a gap, reach a better future. You most important story is the future story you tell in the context of a better future; “tell me about yourself.” This is the storytelling about your future working together.
3. Make the journey in the story relevant. The one thing that interviewees often forget is WIIFM – What’s In It For Me! Connect with your audience by making it relevant and creating a shared experience. Make a connection that promotes empathy so they will act.

If you are going to be a good storyteller, then you have to know your audience. This is where you have to do your homework – identify with your prospective employer, identify with their problems or points of pain, and tell stories that are relevant. Observe how storytelling works in other aspects of your life and you can see how you can harness stories to get a desired result. Then you can find that balance between business and emotion that will let your story resonate with your audience.

Ask the Coach: The Circle Game

Every week, NETSHARE hosts Ask the Coach, a phone-in coaching session with leading career management experts. Here is an excerpt from our most recent session with Christine Dennison, The Job Search Coach.

Effective networking is a never-ending circle. Connections are everywhere and made to just about everything, so a slight pull here or a push there might create a ripple effect that can have a big impact somewhere else.

In this week’s coach call, Christine reminded job seekers that you have to nurture your connections. Complete the circles you begin. By circling back you reconnect with valuable contacts. Of course, these contracts may not be strong, first-level connections, but all connections are valuable.

Think back to interviews you have had, especially where you came in as the second or third runner up. We all know that some hires don’t work out. Why not reconnect with the recruiter, hiring manager, or HR manager for those positions two or three months after the fact to see how the new hire is doing? If things aren’t working out, they may already be considering starting the hiring process over again. They also will remember you. If things are working out, then perhaps they realize they need additional help that might align with your skills. They might also be able to recommend you to another part of the company.

If you reconnect with the recruiter, he or she may have another search underway that may perfectly suit your skills and expertise. Be sure to circle back to let them know you are open to calls and being contacted, and offer to assist with other searches by putting the recruiter in touch with your contacts. (Hence the value of even loose connections.)

If you haven’t talked to a former boss, coworker, or employee for a while, why not reach out to them and find out what is happening in their world. Gather information about your industry, changes in the market, problems they are wrestling with – anything that puts you in touch with your market. Ask them who they feel is on the cutting edge these days and why. Let them know what projects you may be working on, or consulting you are doing, or even charities you are working with.

The objective is to reconnect those in your circle so you can use each contact as a potential stepping stone to your next professional challenge. You should always be conducting career research, and understand how each contact and connection can help you achieve your goals. Keep searching for the connections and completing another circle.

Ask the Coach: Working with Recruiters – Find the Senior Associate

Every week, NETSHARE hosts Ask the Coach, a phone-in career coaching session with leading career management experts. Here is an excerpt from this week’s session with Kristin Speer of Accelerated Search Consulting.

On this week’s Ask the Coach call, the callers discussed one of the first questions asked by anyone considering a job change: “How do I get through to a recruiter?” If you remember that the recruiter is not working for you but for the hiring company, you’re off to the right start.

To help the callers out, Kristin explained how retained search firms operate. As much as you are tempted to go straight to the top of the decision tree, this is usually the worst path you can take. Knowing how recruiting companies are organized and who has responsibility for which task makes it easier to identify the correct authority in the right office. Most recruiting offices have areas of specialization or practice areas – technology, biotechnology, financial, board-level, etc. You need to work with the office that most closely aligns with your objectives; where you are coming from and where you hope to go. In short, where do you fit? The subtle nuances that set you apart from others with a similar background will matter here. You also want to look for specialization by industry. For example, industrial manufacturing is very different from technology.

Identify the Senior Associate associated with the practice. This person will be most familiar with the job search parameters, the hiring company, and the candidates. It is their job to know who in their database has the specific qualifications their client company is seeking. Once the Senior Associate has searched through the potential candidates, done an initial screening, and narrowed the field, he or she sends the short list to the Partner. What the Senior Associate will look for is who was an active candidate for similar searches in the past. They also will see who has returned calls, even if that person is not looking. The Senior Associate is the person you need to impress with your attentiveness and industry knowledge. They are learning at the same time and appreciate your insights. And they will remember those who help them do their job, so earn major karma points for assisting a senior associate, even if you aren’t interested in the job. The notes from that exchange that end up in your file can make or break your next career opportunity.

How do you find the right Senior Associates? LinkedIn is a treasure trove. You can search on the company using the advanced search option and ask for Associates. Then you can see what their specialties are. Reach out to them with your information and with an offer to help. Once you’ve made the connection be clear about your credentials and objectives. Make sure your marketing documents clearly show the "scope of management" – what you achieved and how you achieved your goals.

And don’t expect a personal meeting unless you become a final candidate. Nothing personal, but they can’t spare the time.

Ask the Coach: How to Stand Out from the Crowd When the Crowd is Outstanding

Every week, NETSHARE hosts Ask the Coach, a phone-in coaching session with leading career management experts. Here is an excerpt from this week’s session with career transition coach and career management consultant Randy Block.

Randy Block was Monday’s career coach and he began by bemoaning the fact that, in the current job climate, recruiters are looking for a perfect candidate. As Randy says, actually hiring a candidate who can fix your problem has taken the back seat to “we can hire the perfect candidate.” Of course, there is no perfect candidate, but there are ways you can look more close to perfect than the next guy with effective personal branding.

Being well-branded means having a consistent message across all of your marketing documents. Where some great candidates rely on their resume, the truly exceptional candidate relies on a multipronged attack that encompasses a great brand, great web presence and a strong digital footprint, and interesting and value-filled interaction with industry groups, blogs, articles, etc. Oh, and be sure to offer a personal touch so you can stand out even further.

Randy is also a strong advocate of the “lobby drop”; a sure-fire tool that will help you stand out. You have just finished investigating your target company and its hiring manager. If you have done your job effectively you will have made some inroads to connect with that hiring manager through your professional network. Now drive over to the company, talk to the receptionist and ask to speak with the hiring manager. Okay, you don’t have an appointment. They might see you anyway. Then you can explain that you are aware of the problem they are facing and can help fix that problem and save or make the company money. If they can’t see you, leave an envelope with your marketing materials, including a carefully drafted bio and cover letter outlining how you will fix their problem, with the receptionist. Remember you are asking for a meeting, not a job! Then be sure to follow up!

If, by chance, they do offer you an interview, try to be number five or six on the interview list. By the time they get to you they might have their priorities for the position figured out.