Careerism

… if I were hiring a “Universal PR professional” to guide strategic communications, here are some of my best practice tips to shape that PR person’s role:

1. Be proactive and don’t wait to be asked. Today, we are looking for people who will raise their hands to get involved. For example, with the development of a social media policy, training initiatives and governance (new responsibilities that require PR to participate). You should never wait for someone to give you the assignment, especially if you identify an area in your department or company that needs support. Propose new ideas, do the research, and offer your assistance. The initiative you take will make you stand out among all the rest.

2. Start with good communication on the inside. Take the time to discover how to be more efficient and productive with your teams. Make suggestions beyond simply using email communication on how to finish your projects on time and under budget. Use social collaboration tools on the inside of your company for better internal communications and then take the time to educate your peers on new ways to work together to increase overall productivity.

3. Test technology … always. Don’t be behind the curve, instead stay ahead for advancement. Be ready to answer those leadership questions asking “why” and “how” your brand should participate in new social communities. Take the time to “Tech Test” in different areas including collaborative platforms, applications, monitoring software, influence tools, etc., which will make you a more valuable asset to your organization.

4. Listen to be heard and to be relevant. Gathering customer intelligence is the best way to internalize information and then use it to communicate with meaning, through offline and new media channels. Since I started in PR, I was always told to listen first to solve problems. This is much more apparent today, as a result of social media. By truly “listening,” we can help people and build stronger relationships with our constituents.

5. You are always on! Social media doesn’t sleep, so your organization’s readiness is key. Creating the social media crisis plan (integrated into an overall crisis plan) requires knowledge and skills. It’s imperative for you to build a system that catches negative sentiment early on before it escalates, and to put processes and people in place for different levels of escalation through new media

Read full article by Deirdre Breakenridge on PR 2.0 Strategies

With his team, Saku Tuominen, founder and creative director at the Idealist Group in Finland, interviewed and followed 1,500 workers at Finnish and global firms to study how people feel and respond to issues in the workplace. Tuominen’s findings are easy to understand — 40 percent of those surveyed said their inboxes are out of control, 60 percent noted that they attend too many meetings, and 70 percent don’t plan their weeks in advance. Overall, employees said they lacked a sense of meaning, control, and achievement in the workplace. Sound familiar?

Based on the study and the insights of Teresa Amabile, a professor at Harvard Business School, Tuominen recommends new approaches to changing our work processes that all tap into our unconscious:

• Think about one question/idea that needs insight and keep this thought in your subconscious mind.
• Clear your conscious mind by using this two-step system: move your thought(s) from your mind to a list and then clear your list when you have a short break (if your meeting is canceled, for instance, or your flight is delayed).
• Plan your week and month by listing three priorities you would like to accomplish.
• Make certain you have at least four consecutive, uninterrupted hours a day dedicated to the three priorities you identified.

This last point is key. Tuominen deduced that if you can schedule four hours with continuous flow and concentration, you could accomplish a lot and improve the quality of your thinking. As Tuominen aptly states, “you can’t manage people if you can’t manage yourself.”

In turbulent times, it’s hard enough to deal with external problems. But too often people and companies exacerbate their troubles by their own actions. Self-defeating behaviors can make any situation worse. Put these five on the what-not-to-do list.

Demanding a bigger share of a shrinking pie
Leaders defeat themselves when they seek gain when others suffer, for example, raising prices in a time of high unemployment when consumers have less to spend, to ensure profits when sales are down. McDonald’s raised prices three percent in early 2012 and by the third quarter,faced the first drop in same-store sales in nine years. The executive responsible for that strategy was replaced.

At bankrupt Hostess Brands, bakery workers refused to make concessions (though the Teamsters did), thereby forcing the company to liquidate, eliminating 18,000 jobs. By trying to grab too much, the bakery union could lose everything.

This happens to executives too. A manager in a retail company demanded a promotion during the recession, because he was “indispensable,” he said. The CEO, who had cut her own pay to save jobs, fired him instead. Greed makes a bad situation worse.

Getting angry
Anger and blame are unproductive emotions. Post-U.S. election, defeated Mitt Romney blamed his defeat on “gifts” that “bought” the votes of young people, women, African-Americans, and Latinos for President Obama. Losing the Presidency is a big defeat, but Romney further defeated future electoral prospects with public bitterness and insults. History might remember the bitterness, not his gracious concession speech.

Anger hurts companies too, especially if misplaced. Years after a tragic explosion on an oil platform in the Gulf of Mexico in April 2010 in which 11 people lost their lives, BP was back in the news with a record fine and criminal charges. Former CEO Tony Hayward defeated himself and damaged the company in the public mind by issuing bitter statements about how unfair this was.

Angry words leave a long trail. An employee in another company who threw a temper tantrum over a denied proposal was surprised that this episode was still recalled two years later, overwhelming his accomplishments. He was the first terminated in a reorganization. Bitterness turns everything sour.

Giving in to mission creep
Sometimes self-perpetuated decline occurs more slowly, through taking core strengths for granted while chasing the greener grass. I can’t say that this is happening to Google, a company I admire, but I do see potholes ahead — although driverless cars are an extension of mapping software close to Google’s core strength in search. But should Google expand its territory to be a device maker and communications network provider, building a fiber-optics and mobile network? This could be mission creep. Perhaps Google should focus on improving Googling.

Read full article via Harvard Business Review

What I have below is clearly not exhaustive, but they are the ideas that really resonated with me as a recruiter. Also, as we all know, many vital corporate communications skills are clearly timeless and I’ve tried not to put too much overlap of them here.

Increased Importance Of Ethics And Corporate Social Responsibility Considerations.

The concept of transparency as it pertains to the modern enterprise is relatively new and hugely transformational. Because of current and future technology, our organizations are going to be transparent whether we like it or not. We’re all living, or will shortly be living, in glass houses. As a result, it’s going to be largely up to the top communications leaders within the company to make sure this fact represents an opportunity and not a restriction. The silver lining of the existence of the challenge posed by transparency from the communications person’s point of view is that, if it’s within her purview, it gives her a lot more leverage for influence internally — and should mean even greater access to and cooperation from C-level executives.

Greater Flexibility In Writing And Speaking Style.

My PR friends tell me that in many cases the press isn’t the primary audience for their press releases anymore. More often they’re writing them for the end users, or they’re presenting the information in a short, web friendly video. As a result the savvy communications pro is very careful about balancing the use of conversational-style writing and speaking with the more formal, “professional” style.  Use of the proper voice and tone in the company’s various channels of communication is key, and while it’s a task that in and of itself may not be that hard on a case by case basis, we have to remember that it all has to be integrated seamlessly with the overall messaging and marketing activities.

More Metrics And Quantitatively Oriented.

There is clearly debate about the extent to which lead generation and lead nurturing could and should play a role in what PR people are going to be asked to do in the near future, at least as it pertains to their role driving social media initiatives for their companies. What’s really not debatable is that the need to analyze what people do on the web (and how much they do it) will continue to grow. That means looking at numbers, data, statistics — web analytics. There’s no escaping it. Communications experts are going to need to know their stuff here, especially if they want to gain respect and get more influence with top management.

In turbulent times, it’s hard enough to deal with external problems. But too often people and companies exacerbate their troubles by their own actions. Self-defeating behaviors can make any situation worse. Put these five on the what-not-to-do list.

Demanding a bigger share of a shrinking pie
Leaders defeat themselves when they seek gain when others suffer, for example, raising prices in a time of high unemployment when consumers have less to spend, to ensure profits when sales are down. McDonald’s raised prices three percent in early 2012 and by the third quarter,faced the first drop in same-store sales in nine years. The executive responsible for that strategy was replaced.

At bankrupt Hostess Brands, bakery workers refused to make concessions (though the Teamsters did), thereby forcing the company to liquidate, eliminating 18,000 jobs. By trying to grab too much, the bakery union could lose everything.

This happens to executives too. A manager in a retail company demanded a promotion during the recession, because he was “indispensable,” he said. The CEO, who had cut her own pay to save jobs, fired him instead. Greed makes a bad situation worse.

Getting angry
Anger and blame are unproductive emotions. Post-U.S. election, defeated Mitt Romney blamed his defeat on “gifts” that “bought” the votes of young people, women, African-Americans, and Latinos for President Obama. Losing the Presidency is a big defeat, but Romney further defeated future electoral prospects with public bitterness and insults. History might remember the bitterness, not his gracious concession speech.

Anger hurts companies too, especially if misplaced. Years after a tragic explosion on an oil platform in the Gulf of Mexico in April 2010 in which 11 people lost their lives, BP was back in the news with a record fine and criminal charges. Former CEO Tony Hayward defeated himself and damaged the company in the public mind by issuing bitter statements about how unfair this was.

Angry words leave a long trail. An employee in another company who threw a temper tantrum over a denied proposal was surprised that this episode was still recalled two years later, overwhelming his accomplishments. He was the first terminated in a reorganization. Bitterness turns everything sour.

Giving in to mission creep
Sometimes self-perpetuated decline occurs more slowly, through taking core strengths for granted while chasing the greener grass. I can’t say that this is happening to Google, a company I admire, but I do see potholes ahead — although driverless cars are an extension of mapping software close to Google’s core strength in search. But should Google expand its territory to be a device maker and communications network provider, building a fiber-optics and mobile network? This could be mission creep. Perhaps Google should focus on improving Googling.

Read full article via Harvard Business Review

By Marie Raperto

Before you visit any employer, you should have your references ready. Choosing the right people is very important in your job search process.

Employers want work references and, usually, supervisors. You should have at least three supervisor references, one peer and one subordinate. So let’s break it down to some tips to help you deliver references that will land you the job:

1. Have a list of references and all their current contact information.

2. Ask the employer what type of references they want. Then pull together a list that meets their requirements and  that you feel serves you best.

3. Identify each reference separately with title and how you worked together (e.g., “supervisor,” “department head,” “associate,” “my assistant,” etc., “at XYZ Company”). Also include dates.

4. Do not include personal friends or family. Personal references would include anyone that might work in the field who can vouch for you work, e.g. the head of a non-profit where you volunteer, etc.

5. Remember to keep current with your references and be aware of their travel plans. If someone is not reachable, you should have a back up available. When a company asks you for references, have them ready and call each person to:

·Let them know they might be receiving a call. If you know who will be calling, let them know the person’s name.

·Give them an overview of the job description and how this position relates to what you did for them.

·Make sure references can answer: Why you left your last position or why you want to leave your current one. How you performed under pressure/deadlines. Why you were promoted or, if you are leaving because you weren’t, why you didn’t get that promotion. You’re greatest strength/where you need to improve.

6. Don’t hand out your references to everyone. Wait until they are requested and you are seriously considering an opportunity. Your references are doing you a very big favor … so respect their time.

Marie Raperto: Since resumes take up the better part of my day, I don’t have one and don’t want to post my boring bio either. So here’s the skinny: Worked in public relations/corporate communications in both the agency and corporate worlds. Moved over to the dark side and joined the head hunting world. I’ve been doing this since 1990 and loving it.

Negotiating for a corporate VP level salary and total compensation package can be undermined at the “get go” if you fall into the trap of answering the question, “What is the number?” So, what is the way to take the high road (not appear greedy) and still negotiate for the increase you want?

I have often said common sense is a lost art. Somehow when a “C” level executive starts the job hunting process, he stops thinking like an executive who has hired over a dozen professionals. If he makes this basic mistake at the “get go” and answers the question, it can haunt him right up until the end of the search when the offer is made.

Think about what it is like to hire a Director or Assistant VP. When your HR people establish a salary range and determine what bonus level and/or signing bonuses are possible, you are relying on them to be current with the market. You have been busy doing your job and have not made a science out of developing competitive compensation packages for your group.

When you create a package, to keep things simple, you end up with a “number” that is what you can offer the new hire, without doing battle with your compensation team. For example, if the range is up to $150,000 and the midpoint is $130,000, you don’t expect the offer to be above $130,000. You intend to be able to “play” with the additional pieces of the compensation program to make the offer attractive.

As you identify candidates, you ask for current base salary and that becomes their “number.” You do a quick mental check to be sure the salary is in the range you think you can afford so you are not wasting your time. That then becomes the number on file and the number your HR team will work with if an offer is made. Changing the number is incredibly difficult once it ripples through the hiring team. Unfortunately, that number is often too low and inaccurate.

What’s wrong with this picture? If you are now in the reverse role as the candidate, how can you sidestep having that number (your current base salary) haunt you when the offer is made?

Here’s what I recommend. Under NO circumstances do you want to put a stake in the ground with a current compensation figure at the start of this process. Once that number is circulated in an email, it travels with your record. Frequently, a senior executive who is not looking and is being contacted by a search executive will share a base compensation figure early in the process to determine if the new opportunity is attractive. I repeat, DO NOT PROVIDE A FIGURE.

Compensation is not one figure, it is a moving target. It is not a “number,” it is a complex group of numbers that can be on the verge of changing. It is your job to present the “story” of your compensation and not take the question literally.

That means if you have not thought about compensation when you receive a call from a “headhunter” and you are possibly interested in the search s/he is conducting, it is time to look at your current and near term estimated earnings. Also, what are you leaving behind? Timing is critical for raises and bonuses and must be considered. This is not as simple a formula as you think.

Once you have those numbers, get back to the search person with a comprehensive set of figures and it should be in writing. If any figure is an approximation, indicate that along with a timeframe to provide more precise data.

Here’s how to do your homework before you provide total compensation information (not base salary). Let’s look at computing compensation using real numbers with the example below.

Current Base Salary: $250,000.00 with raise shortly

Bonus potential: $40,000. This is a conservative estimate based on prior history: It is 15% of base (at the higher level you will be at within a matter of weeks). Of course, you must be currently employed at the company to collect this amount and it is normally awarded in February. (Other components may be added such as stock based upon overall company performance.) This suggests that either the offer makes you whole via a signing bonus if you leave before you can collect the $40,000, or you sit tight until you collect it.

Annual Performance and Salary review: $12,500 increase. The increase is due (let’s assume) in late October in conjunction with your performance review. Stock awards may also be granted for outstanding performance. Prior raises have been in the order of 5% along with restricted shares of stock and options. Your company has a history of counter offers so you can estimate that your normal raise of $12,500 will be accelerated and increased most likely on the order of another 5%.

Stock: what you will leave behind? Like many companies, your stock is vesting on a formula where no matter when you resign; you will lose a portion of the value. Depending upon how well the company is doing, particularly in these times, the value of what you leave behind can be from $25,000-$75,000 or more. (Conversely, the stock could be underwater now with better prospects later if you stay.)

Vacation: four weeks. As a senior officer you have a four week vacation benefit that you will not normally receive in your new position. Generally, you can negotiate for three weeks but you will need to ask for it.

Special Benefits: how to value them? At many companies, there are benefits that are unique to the organization. They may be in the form of health programs, special events, company trips for spouse, etc. Attach a dollar value to them since they will not translate into what the new organization offers.

401K contributions and other company funded benefits: will you lose them? If you leave in the middle of a year, do you lose the company’s contribution? When will your new employer begin contributing to your 401K? Will there be a gap and a loss of benefits? (Hopefully not, but it is worth asking.)

Having done your research, when a potential employer asks about compensation, here is what I would suggest. First, do not presume to ask for a particular figure; you are simply presenting factual information that will help the hiring organization understand what your numbers are. This is a non-threatening, reasonable approach. Second, put the information in writing and simplify the figures.

Base Salary: estimate your new salary and do not give a current figure. Say, “As of late October, I receive a normal raise bringing my salary (that I estimate) to: $262,000.” Promise to provide the precise number as soon as you know what it is. Do not state your base salary of today if you are within weeks of a raise.

Bonus: “My bonus award is conservatively estimated at 15% of base which I will receive in February. I will be notified of the precise amount in December.” (If that is the case or whenever the precise figure is known.) “I estimate the award at approximately $40,000.”

Stock: “I will receive stock awards in conjunction with my bonus and raise. While it is hard to put a precise value on the stock, I will leave behind approximately $xxxxx should I leave the company in February of ’09” (for example).

For you and the hiring organization, these are compensation figures that give a more complete picture and allow for accurate comparisons. Also, right at the beginning of the process, you have set realistic expectations about what the compensation numbers would need to total for it to make any sense to proceed.

Once you know you are a finalist, there is another point to consider depending upon what you require for a base. Some organizations offer a comprehensive compensation package with excellent long-term incentives that over time will be very lucrative. However, they do not offer salaries that are particularly attractive. Their point is if you are loyal and look at the long term, you will make a great deal of money.

It is important during the course of negotiations to indicate what, at a minimum, you would need for a salary that would cover family living expenses while you are earning these longer term benefits. In some instances, once this figure is on the table, the hiring organization provides a signing bonus to close a gap.

This approach should avoid the pitfall of answering the wrong question that has no good answer, which is: “What is THE number?”

By Judith Cushman, The Cushman Report October 2008 To subscribe: Email info@jc-a.com with “SUBSCRIBE” in the Subject line

Receiving an offer as Chief Communications Officer, head of Investor Relations or any “C” level job means you have sold the leadership team on fit. This is after you’ve demonstrated that you can do the job the hiring team “thinks” it wants done (more on what I mean by “thinks” later). Here’s how to navigate the interviewing process and leave a winning impression.

In my previous newsletter, I wrote about what the resume of a “C” level or aspiring “C” level executive should emphasize and it is not what you have done. It is not about tactics. It is about problem solving, strategy, demonstrating innovative thinking and results. The resume is action oriented and “reeks” of energy and impact.

Assuming you conveyed that message, and you are now moving through a series of interviews with a consultant/headhunter like me and then the corporate team, here is how to continue to compete.

First, here is a story of what not to do.

My client created a new position to head up the communications function. The company had been conservative and was carefully moving in a new direction by creating the position. While a job description talked about a relationship approximately three levels away from the Chairman, this job was critical to him and the leadership team. The unsaid but understood criteria were: could this hire be “blessed” by the leadership team and would the Chairman want to work with this person?

Like many “C” level jobs today, titles do not mean the incumbent orchestrates the work of others. These are “working” jobs and making sure the finalists are “hands on” is part of the screening process. At the same time, this organization would only hire an individual with the sophistication to be in a room with the Chairman and add value to the conversation (yet know his/her place and be appropriately deferential).

The resume of the candidate was excellent. His experience and the industries he was familiar with would make for an easy transition to this new organization. He was interested in the position and also saw the connection between his prior experience and this new opportunity, which was career enhancing.

I spent about an hour talking to this candidate and determined that he met our base line: he had done the work we were interested in. He was a “hands on” performer. This is the threshold to begin seriously evaluating a potential finalist.

There are two schools of thought about what I did next. Let me explain them and tell you why I made my decision.

In companies where finalists are invited for a series of meetings, some organizations will not interview candidates over a meal. They feel it is too distracting and unfair to the candidate. In some cases, the hiring manager finds it awkward to meet for breakfast or lunch and will only schedule formal interviews.

For “C” level jobs, while the job description will not explicitly say so, it is imperative that the new hire be seen as a peer who can interact in the various working situations he will find himself. His social skills are part of the job requirement and it is critical to know how he will behave in an informal setting at a luncheon or reception. I need to be able to assure my client a finalist will behave appropriately. That is why for senior level searches, a personal meeting over a meal is essential, in my opinion.

Back to our candidate – I offered to take him to lunch after our phone interview. We had already had our in-depth discussion about the details of his work experience and our lunch would not become a “formal” interview. Instead, we could talk about a variety of work and non-work experiences.

He had been alerted that my client believed its employees should dress professionally. He took that information seriously and came in a suit, formal business shirt and tie. Alas, it went down-hill from there.

The restaurant we selected was a favorite of his and he was really looking forward to the meal itself. The food he ordered was what he liked, but it was messy and hard to eat. He immediately tucked a napkin under his chin, spread it out and dug in.

During the conversation, I talked about the challenges of the position and his work experience. It was a very pleasant discussion where I also mentioned the rigor of the interviewing process. He continued to emphasize his achievements and ability to turn out award winning work. He thought he had a lot to offer. It wasn’t until we were ready to leave the table that he remembered to remove his napkin which obviously protected a tie he liked.

I reported all of these details back to my client and raised a cautionary note about how the luncheon had proceeded. The HR team had already screened him and decided, nevertheless, to bring him in for a lunch with several members of the leadership team.

The candidate was very pleased to know he was being invited back. He considered this an excellent opportunity. He had a busy schedule but was able to arrange a meeting within a week. During this process, he had received background information about the company and the position. There was also a webcast available to him.

When he joined the group for lunch, the focus of their questions was not on his achievements or work record. They wanted to know how he reacted to the information about the company and how his experience prepared him to help the organization. They knew he was qualified. Now the discussion was about problem solving and how effectively he could establish a rapport with them.

Despite the information provided to him, he did not come prepared to engage in a meaningful discussion about the company and admitted that he had not had the time to listen to the latest webcast or read the transcript. When we debriefed, he said that he did not expect the conversation to be about the company. He expected them to ask him about his background. Needless to say, he did not receive an offer.

Here is what a candidate for a leadership position should do to get the process right.

If there is a search professional involved, the focus of the initial interview is on qualifications. That is where you have to present yourself as stronger than a Director and ready to take on a “C” level role, if you do not already have that title. Balance the discussion between mastery of the Director-level job and strategic contributions. If you are already the head of a function, be prepared to talk about how you solved business problems, reorganized a function, or innovated in some way for the organization through communications.

Prepare for that first conversation by asking for a job description, non-published material (if not confidential) and reading about the company. Adjust the direction of your achievements to relate to the issues you believe the company is facing. Do not assume. Confirm these issues are relevant before you launch into a story about how you helped your organization. Also, ask how much time has been allocated for the conversation. If you tend to tell long stories, put a clock in front of you (if this is a phone interview) and discipline yourself to keep your answers brief. Ask the interviewer about the company, his/her observations about the culture and what working with the organization is like.

If you need help staying on topic, jot notes before the conversation and take notes as you proceed. Do not “wing” this interview because you assume it will be easy and because you have an excellent track record. It takes practice to be relevant, succinct and focused.

About those “informal” luncheon meetings – remember you are “on.” Every detail is important. Allow enough time to arrive so you don’t feel rushed. Know the dress code of the company and dress as though you worked there or one level up if the code is informal. Know the company story and that means checking the web site or other sources right up to the last minute. A press release that is only a day old could be relevant to the luncheon conversation.

One rule is: never go hungry to an interview over lunch. This meeting is a test of your social skills. Do not concentrate on the food. Eat ahead and follow the lead of your hosts and how they order. Do not select a salad course if they skip it. Chose something easy to eat that won’t stain a shirt or tie or distract from the conversation. Avoid sandwiches or anything you eat by hand. Do not order alcohol at lunch. Over dinner if your hosts order alcohol before you do, you can follow suit but never more than one drink.

These rules apply to the interview with the HR team or recruiter and they apply as well to a meeting with the executive team.

Here is additional advice about how to prepare specifically for a meeting with the executive team. Most importantly, these are not communications people and assume they do not understand communications terms. Practice telling a story about how you solved a problem that relates to the company so that you remove all the jargon. Translate communications speak to business speak.

Know their business issues based on what your research about the company tells you and broach these topics. Be thoroughly briefed so you are confident of your information and deferential – say that these are observations as an outsider and invite comments. Relate their issues to your work experience and tell stories about how you solved problems for your organization. After you describe how you see issues that might be relevant, ask them (without sharing confidential information, of course) what they see as issues where communications can be valuable.

Here is where my comment about what the hiring team “thinks” it needs is relevant. My experience has been that the client (if no one on the team is in communications or IR) rarely knows beyond a basic “headline” what the job consists of. I have seen job descriptions for one position outline a list of departmental activities that can only be accomplished with a staff of three professionals, at a minimum. Here is where you can demonstrate your knowledge and leadership by politely probing for the key priorities of the position and then discussing expectations for achieving their most important objectives.

I also think it is important to ask about the mission and culture and listen to the various viewpoints expressed. Are they aligned? At this point in the conversation, either you are having a free flowing discussion or the chemistry hasn’t clicked.

BTW, the same guidelines apply in a one-to-one discussion with the CEO. In addition, research and study his/her biography to find out about hobbies, awards, favorite charities, etc. This will help to establish a personal rapport.

If after all this preparation and effort, the chemistry is not there, graciously end the process. You have done your best.

Leave your comments.

By Judith Cushman, The Cushman Report April 2008. To subscribe: Email info@jc-a.com with “SUBSCRIBE” in the Subject line.

This article was inspired by a true story of a top-flight corporate communications executive who was completely focused on meeting the needs of her organization. She hardly gave any thought to the seemingly innocuous call from a polite and cordial “headhunter” (and the word really applies in this case) who wanted to take her to lunch. Here is how the story played out along with the behind-the-scenes dynamics. 

Before the story unfolds, here are several “rules” of the road. The first operating principle in dealing with executive search consultants who work at the CEO and “C” levels is that nothing they do in the line of work is casual. There is no such thing as being nice for nice sake. There is always an agenda. These folks make seven figure salaries and they do not waste their time. The reason they earn these fees is because they have all the skills and talents to woo the brightest and the best for their clients. 

They are smart, sophisticated, excellent judges of character and know how to maneuver the people that they deem worthy of their attention in their client’s direction. They use flattery, logic and a light touch to keep the stress out of their “pitch” to woo a potential candidate. If there is too much pressure applied to a busy and harried candidate, s/he will simply not participate. The goal is to ensnare a candidate so that s/he becomes a finalist for a job before any serious thought has been given to whether or not s/he is “in play.” 

The second principle is do not underestimate the amount of time and research that has gone into selecting you as a possible candidate the CEO would like to hire. The largest search firms have senior partners with long-term relationships with the CEOs of major corporations. Those relationships are built on trust and knowing the characteristics that are important to the head of the company. Using networks built upon years of work and personal recommendations from other leaders, an “A” list is formed and certain names come up again and again. It is never hard to find out a great deal about a potential candidate with the networks these search firms have. 

Now, back to my client and the story.

The top communications/IR executives I know are all working at maximum capacity. They are trusted by the heads of their companies and they participate in strategic business decisions as well as lead and manage their departments. They are generally thinking about company issues and devoting little or no attention to their own career paths. That is not necessarily a negative, since their success will be recognized either within the organization and/or noted by companies who recognize excellence in communications/IR programs. 

My client was no exception; she was completely engaged in her work when the phone rang. The call was from a senior associate at a well-respected global search firm. He was coming to town, “heard good things about her” and offered to take her to lunch. She protested that she was not job hunting and not ready to consider a move. Still, she wondered if she should take him up on his offer. He was very charming, said he would like to meet her and that it was no problem that she was not job hunting. Having stated her position and knowing she was being completely honest about her situation, she felt there was nothing to lose by accepting the luncheon invitation. After all, she thought, it was just lunch. 

The meeting was a contrived event.  

What she didn’t know was that this search executive didn’t just happen to be in town and free to take her to lunch. It was all contrived to make it appear quite casual, but his goal was to determine if she was as good as he had heard and if he felt she would impress the CEO he represented. If he felt she wasn’t the right fit, it would have ended with a polite thank you. 

The lunch went well from the search associate’s perspective and he could now put all the pieces together: the candidate lived up to her reputation, it appeared the “fit” was really good and she now moved up the list as one of the top prospects for a post reporting directly to the CEO. Meanwhile, the only thought my client gave to the situation was that it was a pleasant lunch and perhaps an investment in the future.

After a few days, the search executive called back to say there is a job working for a top CEO of an organization with all sorts of interesting challenges. He flattered her and said his client understood that she was not really looking but that several people in the organization would like to get to know her and talk about the position. He assured her that his client knew she was not a serious candidate but there was no harm in a few conversations.

Easing into the second round

With little reflection about what she was possibly committing to, she agreed to have a talk with a few of the key executives of the company. This was arranged via phone over the course of several days. All along, in her mind, these were not serious conversations about taking a job, since she has told them she is not “looking at making a move.” Her conscience is clear; she has made no false representations about her intentions. She is simply discussing a position with no commitment of any kind. 

These conversations occur and once again, the leadership team is impressed. The search consultant continues to stay in touch with her, reassuring her she is talented and the executives she talked to were delighted to get to know her. The game continues with the search executive specifically not saying, “We are seriously considering you for the position.” That would set off alarms with my client who is still thinking this is just a casual situation.

Becoming a finalist

Meanwhile, the search executive is huddling with his client. They are looking at a short list of top prospects and my client is one of the finalists. While she thinks she has done nothing that would encourage them to think she is interested, they are plotting a strategy to present her to the CEO.

It seems hard to imagine that someone as capable and talented as my client would naively think this is not a serious situation. However, I can assure you, that is precisely what she was thinking. Part of the reason was the lack of any clear line of demarcation between being a “shopper” and a “serious candidate.” This was a line that was purposely blurred so that there would be no concern about the path she was on.

There was never a moment in this process where she stopped to say, “This is getting serious; I need to decide if I want to move ahead.” Each time when she said she was not job hunting, they agreed with her. She was proceeding through a normal interviewing process without having to commit to being a candidate. The search executive and his client were willing to invest the time into convincing my client that she should take the job if she were their finalist. They knew that at the offer stage, there was a risk that she would, at long last, examine the situation seriously and turn them down. They were confident, however, that they were presenting their opportunity persuasively and expected she would accept the job.

How could she meet the CEO and not be a candidate? 

Since this job reported to the CEO, the search executive could not determine if my client were the finalist for the position until she could meet him. Since she was not a “formal” candidate, he could not suggest she take time off from work to travel and then spend a day at company headquarters. 

It appeared that she was the first choice for the position assuming the chemistry was “right” with the CEO. Yet, she had made no commitment about taking the job. Here is how the search executive maneuvered her into the meeting with the CEO. 

He had laid the groundwork for this next step. He had already discussed the position with my client and she was aware it was an appealing opportunity. One of the “selling points” about the job was that it was critical to the CEO. He was looking for an advisor/strategist as his Corporate VP of Communications. 

The CEO is an “enlightened” leader and being invited to meet someone of that caliber is intriguing and a special opportunity. The search executive mentions that the CEO is aware of my client and impressed with her credentials. He also says the CEO will be in town. He is flying in for a meeting locally and could set up an appointment with her. 

The search executive does not demand that my client commit to being a candidate. He says this would be a meeting to see how they feel about each other. He is now closing in on her and hinting that there could be serious interest. He is preparing her for a potential offer (which he expects to extend if all goes as anticipated). He still leaves the door open (in how he positions the interview) for this to be an exploratory meeting. 

For my client, the attention and interest on the part of the CEO is too appealing to turn down. The search consultant has given her some wiggle room to feel she is still not pursuing a position. And, she is meeting him on her turf.

In the course of the interview, the CEO treats the candidate as a finalist. He talks about the position and what are the challenges and opportunities with the company. He is persuasive, charming and powerful. He knows she has been eased into this interview but now delivers the message that he would like to hire her. This is the first instance where she realizes she is “in play.” The CEO requests references anticipating an offer will be extended.  

My client is impressed and swayed by the CEO. She begins the process of asking for references.

Let’s pause to analyze the situation. Here is a top communications executive (which is why she was sought after), respected by industry leaders for her excellent work, that surprise, surprise, finds herself meeting the CEO.  She is about to be offered a position she never knew she wanted in an industry (upon reflection) that was not of compelling interest.

Why would she want to accept an offer? The answer is not for very good reasons. She never considered herself a “serious” candidate until she reached the final stages of the search when she was meeting with a charismatic CEO. Also, she had never stopped to analyze the situation beyond the surface assurances that this was an exploratory process.

Four rules to avoid being led to the altar

Here are a few rules that should never be broken if you are to avoid this situation. First, a “get to know the headhunter” meeting, (assuming the headhunter is reliable) is always a good idea. Second, if the search consultant mentions a client and a potential opportunity (even an exploratory one), do not explore it further until you know how you feel about a change. Third, take the time to decide if you are ready to start a process that will require time and commitment if handled professionally. Fourth, if you are open to making a change, what does that need to look like? Without that grounding, it is easy to be swept away by experts who will flatter and maneuver you in directions you never intended to go.

Do not assume that you will be able to withdraw as a candidate anywhere along the interviewing trail if it does not “work out.” That lack of clarity will lead to confusion, escalate the time wasted and add stress to the decision that you will ultimately make. In the end, if you should not be making a move, you will, hopefully, pay attention to your “gut” and say “no.”

The endgame

Now, back to my client. She was at the point where she knew an offer was the next step. She was asked for references and began the process of contacting the CEOs and leaders she had worked for in the past. It appeared that despite her exploratory, non-committal approach to this process, she was “sold” on this new job.  The search consultant had done his job well.

In a strange turn of events, my client talked to her former CEO (she reported to him directly) about the new opportunity. This CEO did not know she was open to making a move until she asked him to be a reference. Within a day, the CEO, who was now leading a major corporation in an industry segment my client knew well, offered her a VP Corporate Communications position. His vision was to change the corporate culture and use communications as a strategic part of the effort.  

It was only then that she realized this new opportunity was precisely a fit and the other position was nowhere as good a situation for her. She accepted the second offer immediately.  She was extremely lucky that she was able to make the right choice and she has been wildly successful.

The moral to this story is, don’t underestimate the search game and where you could end up. Look at the underlying mechanics and expect that everyone has an agenda.

Please add your comments.

By Judith Cushman, The Cushman Report April 2008. To subscribe: Email info@jc-a.com with “SUBSCRIBE” in the Subject line.

For a senior Communications or IR executive wanting to distance him/herself from the excellent and talented implementers at the Director level, and join the rarified world of Chief Communications (CCO) or Chief Investor Relations Officers (CIRO), developing an effective resume is a challenge of a whole new order.

In my article called the “Why Are Resumes So Bad” (below), I bemoan how poorly written the resumes of communications/Investor Relations experts are. (Despite their expertise in representing their clients, professionals do a terrible job of presenting themselves.) This is the base line advice that applies to resumes written by practitioners at all levels. Senior executives have an even bigger challenge because they are not judged by tactics or by what they DO at the C-level. It is more about who they are, their judgment, business savvy and chemistry. If the “doing” were in question, the candidate would not be at the starting gate.

Questions a “C” Level Resume Must Answer

Trying to create a resume that makes the point, “I have arrived and merit being at this level” reveals a gaping blind spot, called, “I don’t know how to explain how I became a success.”

Another difficult yet essential question to answer is, “How can I present my talents clearly and impressively?”

And, along those same lines, does a CCO have a strategy to answer the implied question, “What can I say about me without sounding self-centered?” (Can I craft responses to these questions so that the hiring manager or the first level “gatekeeper”/screener finds what I have to say is compelling and relevant?)

How can an aspiring or “arrived” CCO or CIRO answer this key question through the narrative in the resume: “Am I ready to attend a meeting with the CEO and add value to the conversation?”

The easy way out for a lucky few is that they are recognizably in the “C” slot and simply listing their titles, reporting level and company affiliations are shorthand for saying, “I’m where I need to be.” The often heard remark when calling a candidate (about a new position) who is at this level and not on the market is, “I haven’t written a formal resume and what I have is an informal update.” That comment implies that the individual does not need to produce a well-crafted resume. This casually prepared document is sufficient to get him/her an introduction to the hiring organization. In my opinion, the discipline and rigor required to produce an effective resume are critical elements to winning a “C” level position.

The Resume is Not About What You Have Done

The overall impression a resume should leave is not that you have “done it all” but rather that you are a leader with vision and a contributor to the business strategy of the organization. You have accomplished that by mobilizing the corporate communications and/or the IR functions at a strategic level to support the business. And, you are focused on meeting objectives and getting the job done. So, how can we answer these tough questions?

Let’s begin at the end point of this story, which is about the company, and work our way back to your role as told in the resume. It is essential to know what the strategic goals of the organization are and my suggestion is to talk about the top 3. Be prepared to describe the company briefly in order to put the strategy in context. Once those 3 goals are listed, talk about the communications and IR roles and how they mesh with the overall plan. Comment about resources and budgets. If you were very efficient at extracting value from limited resources, that is relevant.

Discuss the process and decisions that you were responsible for and the results. If you were instituting new approaches or finding new solutions to solve existing issues that were innovative or original, this would be valuable information to establish you as a strategic contributor/problem solver.

If you built a department and expanded your team over time or found ways to broaden the scope of your work, that would one way to make your point about the level of contribution. Your reporting relationship is critical. Did you join the company reporting to a middle manager and work your way to a de facto direct report to the President or CEO? Who hired you?

Your True Reporting Lines

In some organizations the IR or Communications function reports to an Administrative officer but the hiring process takes the incumbent up to the CEO. That is a true signal about the value of the function within the organization and is legitimate to mention in the narrative. Has your title changed? Have you been granted “key employee stock options?” That indicates how highly you are thought of. These are facts of your situation and are important to weave into the narrative under each position.

Discuss how you were able to convince your leadership that your solutions would solve company problems or would defuse difficult situations. Talk about what meetings you attended and presentations you made to committees of the Board or the full Board. Do you travel with the CEO, President, CFO or other senior officers? Do you arrange Board receptions and attend major quasi-social events over breakfast, lunch or dinner? This tells us that you know how to handle the nuances of social business communication.

Routes to the Top Job

Proving your value as a “right hand” to the President/CEO is a direct route to the top job in a company. These opportunities develop often in fluid, informal environments where quick thinking and action are required. Media crises, hostile takeover situations are the most often mentioned as moments when a Corporate Communications or IR officer gained the trust of the Board. Stories describing these moments establish your ability to deliver results in the most stressful of times and are highly sought after capabilities.

The global nature of business provides an opportunity for a well-educated, multi-lingual executive to describe how s/he orchestrated programs internationally. This is yet another element that is growing in importance for a leadership-level hire.

A Two-Page Resume

It is essential that the resume be no longer than 2 pages. It must be as crisp and powerful as the experience you are describing. It is not about squeezing in many lists about your expertise and specific tasks you have accomplished. As with resumes in general, I prefer the reverse chronological order with brief “stories” about your accomplishments listed under each position.

How to pare down to the essential elements of your career successes is challenging. Some executives start by recording all of the major jobs held and the duties and responsibilities along with details about specific successful projects. This is the raw material that is whittled down to the true highlights. If, practically speaking your last two or three jobs are what will get you your next assignment, focus on those and briefly mention the other positions simply to fill in the work history.

Answering the Tough Question

Let’s now go back to the tough question that most senior officers can’t answer about why they are successful and why they have trouble talking about success (without seeming self-centered). I think there are many executives who have refined their instincts because they are smart and observant. They have learned to be politically astute and savvy about how decisions are made in large organizations. They are very bright in a practical (not academic or theoretical) way and have a certain degree of poise and charisma. They are naturally positive and have the energy and enthusiasm to “get the job done.” These performers are successful from the get go and take their success as “normal.” They “win” regularly and expect to do well.

Rather than saying in a resume, “I am your “A” candidate;” these successful professionals need to focus on the story of their careers progressing precociously through a series of more and more important jobs. The titles move quickly from junior-level manager to Senior Manager to Director and above. However, while it is inappropriate to say, “I am an excellent candidate” in a resume, when asked, the job seeker should have a clear answer about the reasons for his/her success. A lame comment about luck and being in the right place at the right time will undermine the entire process. Work on a response that talks about accomplishments, fitting in elements of the strategy of the organization, work ethic and a passion for what you do.

From Senior Agency to Top Corporate Jobs – A Difficult Transition

Senior Agency or professionals from consulting firms find transitioning to “C” level positions challenging. The career paths of successful agency professionals who move to corporate jobs and up to “C” level posts happens most easily at the Agency Director or Manager level. This is when the tactical and project management skills honed at the agency most naturally fit the corporate structure.

As consultants progress into leadership roles, the emphasis is on building client business and increasing billings. Agencies, while developing excellent relationships with corporate clients, are innately project oriented and contract focused. When an agency executive tells me s/he wishes to transition to a corporate position, and then sends me a resume highlighting her/his success in increasing billings, I know they do not have the right mindset.

Corporate success is long term and fundamentally not project oriented. Increasing billings do not translate into a goal that applies to a corporate communications department. The bridge that the resume needs to build should talk about developing client relationships, helping solve problems and adding a fresh perspective to the work to be accomplished. 

By Judith Cushman, The Cushman Report April 2008.  To subscribe: Email info@jc-a.com with “SUBSCRIBE” in the Subject line.

I have asked myself hundreds of times, “Why are resumes so bad?” This is particularly embarrassing for Communications and Investor Relations professionals who should know better, but they don.t. Yes, I will admit the unvarnished truth is that in the 25+ years that I have been reading resumes, they range from downright embarrassing to adequate.

Another truism, if you have a professional (i.e. outplacement firm) help, then instead of being better, it reads like an outplacement firm canned resume. Unfortunately, success in the communications and IR fields requires so many talents, that following one recipe doesn’t work for all the flavors of experience.

Another problem is taking advice literally and doing what those books say about resume writing, rather than interpreting what they mean. (I’m giving authors the benefit of the doubt, here.) This is another theme of the article, use the “common sense” test to weed out advice that you instinctively know makes no sense. If it feels wrong to you, it is most probably bad advice 9 out of 10 times.

I once coached a top-flight marcom executive about her resume and suddenly came to a realization about why these documents are so tough to get right. That’s when the “Ah Ha” (the light bulb phenomenon) happened.

Is the resume really about you and your achievements? Wouldn’t you expect the answer to be yes? Well my answer is not really. It’s all about the hiring manager — the person who is buying (not you) but what you can do to solve his/her problem, fill a void, and fit the team. So, what do you need to say to grab his/her attention? Are you selling yourself? All the resume guides say “yes.” That’s where the literalists march off to follow orders. That’s where all those marketing types jump in with the formula question: Do you need a top executive who can save you $X or can help you achieve a percent increase in market reach? Oh please, spare me from this banality.

Are You Selling Yourself?

So, let’s go back to the question. Are you selling yourself? Are you broadcasting how talented you are by telling the world I am great, or strategic, or results-oriented? Guess what? That’s irrelevant and has a negative impact on your key customer, the hiring manager. By saying, “I’m terrific,” you are doing just the opposite. Don’t sell yourself short by advertising who you are. It destroys your credibility.

Instead, you engage your reader and win an interview (that is the objective of a resume, BTW) by giving examples of how you’ve helped your former employers. It’s a far more subtle approach, far more low-key and consultative, which is what a resume is about. A resume is a one to one communication. It is about a conversation, a dialog with a potential buyer of an expensive solution — you. The challenge is there are readers at several levels in an organization that need to be convinced that your resume is a “keeper.”

Here’s the key: the resume is not about “me.” It’s about what I can do for you. Skillfully written, what you want to do is wrapped around what you can do for the hiring organization. Solve their problem (convince them that you are action oriented and focused) by doing what you enjoy most.

Another turnoff in addition to the “me” focus, is telling the reader how you are responsible for measurable results when your role is part of a team effort. Again this comes from bad advice which says, be as specific as possible to justify your worth. Taking that literally results in contrived statements which immediately engender a “so what” reaction.

I do not recommend ever telling people that you are a results-oriented, strategic, high energy professional. Who isn’t? Would anyone ever say, “I’m tactical, slow and am job hunting because I couldn’t keep up?” Please eliminate all statements that tell the world you are terrific and that you are a team player.

The only objective a resume should include is one that “fits” what the customer wants. If you don’t know what that is, don’t put one on the resume. Being vague is a “dead spot” when every element of the resume should be crisp and clear. Am I suggesting you misrepresent yourself?

The answer is never. However, there are many ways you can express what you want. The trick is to put it in terms that make sense to your audience.

Then there is the noise factor — resumes should never confuse or waste time. Summary statements, just like imprecise objectives, with vague job goals, “I want to work for a progressive, high growth company that values individual achievement” or “I have a progressive track record of on-going success” need to be eliminated. They don’t tell the hiring manager that you can solve his/her problem.

In the Investor Relations area, there is a case to be made for a list of the various tasks you have executed under “Accomplishments.” Your Human Resource reader and the hiring manager (who is sometimes not an IR executive) can find this list a timesaver if they know you must have certain skills and experiences to make it through the first “cut.” This tells them up front you are qualified at the task level.

Let’s talk about “hype.” I think you can guess that there shouldn’t be any, despite advice that says to be sure to take credit for accomplishments. Interestingly, I think being too self-effacing is a problem I’ve seen more among women. There is a balance to strike here that can be difficult to find.

Common Sense

Well, here we are in that difficult gray area where the simple 10-step solution to creating a perfect resume doesn’t offer a clue. Let’s apply common sense to the issue, oftentimes a rare commodity in these circumstances. Using shopping on the Internet as the perfect analogy, here’s what I suggest you consider.

When you visit a website with the intention of learning about a product, you are expecting to be presented with in-depth information. This will allow you to judge whether you should consider a purchase based on its features and/or the quality of the item — perhaps as endorsed by an objective reviewer (e.g. rated a “superior value by XYZ magazine”). You would resent being “hit” with advertising or sales messages. A resume should take exactly the same informational tone, strive for similar “ease of use” and draw conclusions for the customer. That “pitch” which is far more subtle requires paring down the details and making sure what you say is precisely about accomplishing the task/meeting the objectives and defining your contribution.

“Just the facts” is what your reader needs. So, what does that mean? Here’s what you want to say must be expressed so that your customer is happy. Does it mean you can’t focus or position the resume? No, absolutely not. It does mean you present your story in a low-key factual style. For example, instead of saying you are a high achieving superstar, let the reader come to that conclusion by following your career progression.

List the company, length of time with the organization and then in reverse chronological order recite your job titles. Use the word “promoted” if it applies. If you were selected from a large pool of applicants, say so. If you were the youngest person ever in the job, say so. If a client or boss or editor said you were terrific, that’s fair game to include. If what you did was a first, say so. If you set out objectives for a project and met them, explain that.

Another way to indicate you are succeeding is by describing the companies you represent, their business, size and complexity. It’s one thing to be a Director for a $30 million company, quite different to hold that same title at a $2 billion company. (BTW, always describe the business the company is in. Never assume the reader knows anything about your employer.) If you have direct contact with heads of organizations and are part of planning sessions, that indicates your opinion is valued (without using that beaten-to-death phrase) “strategic contributor.”

Case studies are great. Tell stories about how you organized an event or, for example, developed the first Investor Relations campaign. Did you brief the chief executive? Write speeches? Create a crisis communications plan? Did you step forward to suggest the communications effort be expanded and win approval? How large are the budgets you’ve been responsible for? What is the largest group of people you’ve managed directly? These examples are some of the best ways for a potential employer to judge if you’ve functioned at a high enough level to tackle his/her assignment. (Or, conversely if you are overqualified.)

If this sounds like you are writing a 4-page resume, that is exactly what not to do. The point is to keep it to 2-pages and tighten down the copy so you are not cluttering the page. (While resumes are submitted on-line, people download resumes and read them as hard copies. Keep the look of a resume inviting, not daunting.)

Just because you’ve spent 50% of your time doing media relations (and you’ve decided you prefer editorial work), you do not have to focus your resume on media relations. If you prefer one direction over another, emphasize that aspect of your work. Positioning is legitimate and the resume can lead a potential employer down the path you want to go.

My final point: shorter is better. Remember the 2-page rule (and don’t try to cram more on the page by adjusting the margins or lowering the font size). Do not send a hard copy of your resume; also, format it so there are no fancy graphics.

Oftentimes a company modifies the resume to circulate it to several managers while omitting contact information. Consider sending a PDF version for security reasons and then offer to send a Word version if the company needs it (by that point you have a communication going so it is a bit less risky). Post the resume on-line if confidentiality is not an issue. Don’t expect a potential employer will take the time to go there;assume you have less than 45-seconds to make an impression.

Remember the K.I.S.S. principle. If a potential employer needs a special document or additional information, volunteer to have it in his/her hand within a day or two. That demonstrates your interest, talents and sense of urgency.

By Judith Cushman, The Cushman Report April 2008. To subscribe: Email info@jc-a.com with “SUBSCRIBE” in the Subject line.

Please add your comments, or ask Judy a career question:

There are career issues that are so difficult to grapple with that it is hard to draw conclusions. Instead they continue to haunt you. Getting to clarity seems elusive. Judy Cushman has 25+ years in the recruiting field and before she recommends that anyone consider a client search, she takes you through an analysis of the situation. If you would like to ask a question that has been lurking a layer or two below the surface, send Judy an email —–  and if you would prefer anonymity, please say so.. “

As a recruiter, I’m looking at resumes all day long.  Unfortunately, the number of resumes that need to be proofed is increasing.  It’s extremely hard to find errors in something you have written so try:

1.  Yes, as a fist step, use your computer’s spell check program.  It will catch obvious errors.

2.  Do what we all learned, proof and then re-proof.  Read it from the bottom to the top.  This will help you concentrate on each word.

3.  Now go back and look for inconsistencies.  Did you keep to your format?

4.  Sent it to a friend.  First, to make sure that when you emailed it, it held its format.  Second, to make sure your deletions, additions and format changes do not show.  Third, for proofreading.

5.  Sent it to someone else who is not in the field.  Can they understand what you do?  If they can’t, you might want to rework your resume.  Remember, the first person seeing your resume may not be a communications person.  If they cannot understand what your do at first glance, you may not make it to the second round.

6.  Remember, you can always ask a recruiter to review your resume.  While we advise candidates to makes changes for a specific position, we can often offer suggestions to help you to present yourself more effectively or figure out why you might be having a problem.

Marie Raperto, Cantor Executive Search Solutions Inc.

Q: Is this a joke? I count at least four misspelled words and that’s to say nothing of the grammatical/punctuation errors.

A: Yes, I did want to see if anyone would notice. On Friday, I read 32 resumes. The average error rate – 15 per page! .

Well don’t do it!  Step back and review your current resume.  If your resume is over two years old, if you have a new job, if you’ve been promoted, then it’s time to redo your resume not update it.

Keep in mind that your resume is:

— an advertisement for your career

–not a job description

–a document that show progression of your career

Now look over your resume with a very critical eye.  Delete anything that you don’t really need, have repeated elsewhere and that you have done in an earlier job.  Remember, you want to show progression.  If you did the same thing earlier in your career, you are not progressing.  If you are now managing the function, make sure it shows up that way.

Your next step will be looking at the current format of the resume.  Is it showing you off to your best advantage.  A chronological resume, which lists your work experience in reverse order, is the standard format.  A skills-based resume highlights your  accomplishments and downplays any gaps in your work history.  A combination resume will highlight your skills and show your employment history.

Once you have your format decided, start to think about your objective/summary.  It is perfectly acceptable not to have one of these on your resume but it has become very popular to do so.   An objective will state the type (s) of positions you want.  A summary/profile gives an overview of your career.  Think of your summary as your written ‘elevator speech.”  Keep it short and to the point.  Avoid a long paragraph and descriptive adverbs and adjectives.

Regardless of your format, if you wish to highlight some of your qualifications, make sure they are skills-based.   Some examples would be:  strategic planning, media relations, social/cause marketing.  Avoid things like good listener,  project manager.

Remember to proof, proof and reproof.  Then send it to friends and family.  Try to send it to someone outside your field.  If they don’t understand something, you might want to rewrite it.  The person reviewing resumes might not always be someone from your profession.

By Marie Raperto, Cantor Executive Search Solutions

1. When contacted, ask the individual how you can be help them and what they expect from this meeting.
2. With this information, be honest as to how you can help.
3. Decide how/when/and for how long you want to meet. Let the individual know you can meet on Tuesday mornings for 20 minutes over coffee.
4. If you can’t help them, tell them.
5. If you don’t like to give out referral names but are willing to share information about your company or industry, tell them.
6. If you think that someone you know might be a better contact, explain why and give the contact’s information.
7. When you meet, run the meeting like a business meeting. It’s your time so take control.
8. If you have names or information you think might be helpful, have it handy.
9. If you think of a name or contact but don’t have the information, let the individual know you will call/email them with the information or ask them to follow up with you as a reminder.
10. If you want/don’t want your name used with any contact, be specific with the individual.
11. When the meeting ends, let the individual know if you want to hear from them again or not. Let them know to ‘keep in touch’ or ‘wish them well in their quest.’

1. Don’t assume that everyone has time to meet over coffee. Networking contacts are doing you a favor. Please take into account their free time and schedules. Ask them what is best for their schedule.
2. Once you have an appointment, don’t break it! If you must, explain to your contact why you must cancel the meeting. Leaving a message saying you are busy or something just came up, doesn’t cut it. These people are just as busy and don’t have a lot of time.
3. Once you have the appointment, be on time. If someone is putting you into their schedule be respectful of their time.
4. If you asked for 15 minutes to ‘pick their brain,’ don’t take an hour, don’t take more than the time you asked for or were given.
5. Call the contact on the phone. Many companies, particularly those in the financial services area, have their emails monitored and are asked not to work on personal emails in the office.
6. Be prepared. Have a list of questions about the industry or firm. You’ve made the appointment to gather information so know what you want to ask.
7. Your networking connection can help you with specific information. They can’t help you decide what you want to do or solve the problems of the world.
8. If you want to make a career change, ask you contact if they can help you in advance. Don’t make an appointment and ask for something the contact can’t or doesn’t feel comfortable giving.
9. If a contact gives you additional names, let the person know that you have contacted them, met with them etc. It’s common courtesy and will also keep you in touch with your contact.
10. Keep in touch with your contacts. A short note advising someone of good news, interviews within the industry or current freelance work that might be of interest will keep you in your contact’s thoughts.

By Marie Raperto, Cantor Executive Search Solutions

The job interview is considered to be the most critical aspect of every expedition that brings you face-to- face with the future boss. One must prepare for it with the same tenacity and quickness as one does for a fencing tournament or a chess match.

This oldie-but-goodie article has been excerpted from “PARTING COMPANY: How to Survive the Loss of a Job and Find Another Successfully” by William J. Morin and James C. Cabrera. Copyright by Drake Beam Morin, inc. Published by Harcourt Brace Jovanovich.

Read the article.

As a veteran executive recruiter – with an earlier hands-on career in my area of specialization – it’s tempting to reach a point where you think you’ve seen or know it all. Of course, nothing could be farther from the truth. At the end of the day, the most comprehensive oral interview processes across organization levels, diligent 360-degree reference checking and even predictive psychological assessments can’t give you the whole picture. 

More and more, we’re advising clients to include a job simulation piece in the candidate evaluation process. While you can’t re-create every aspect of the work environment and job content, you can construct a representative experience that will help the candidate as well as the hiring organization assess whether this will really be a match “on the ground.”  Too often recruiters (present company included) get so caught up in the HR jargon of our job descriptions and integrating interview feedback from multiple sources that we move away from the basic question:  can this candidate really do — and does he or she want to do — the job at hand?

Because we recruit communication professionals, measuring on-the-spot writing skills is one example of this, asking all candidates in the process, for instance, to complete a timed exercise illustrating how they might respond to a particular client challenge. Administered effectively, this type of exercise can demonstrate not only core written communication competency but how an individual approaches and prioritizes issues – the thought process.

And there isn’t a one-size-fits-all approach to simulation, even in the same field. When one of our clients, a management consulting firm, was hiring a senior vice president and national practice leader for one of its key service lines, the simulation was a business plan presented to the organization’s leadership team. Through this process, the candidate learned quite a bit about how the executive team asks questions, integrates feedback and communicates with each other. Seven years later this individual is with the firm and has grown the practice significantly.

In another instance, we suggested to a client who was on the fence about hiring a finalist candidate that this individual spend another day in the office, not interviewing but shadowing the hiring manager in representative meetings. As a direct result, both the candidate and the client decided this was not the right fit, and saved everyone a lot of time, money and heartache in the process.

Job simulation exercises may not work for every hiring process but it’s worth thinking through whether this additional piece can add predictive value for both parties. 

By Janet Long

Part 1 of 2

So many of you ask how to crack the code to get hired at employers of choice. How close does your background really need to be to stated position requirements?  How much initiatitive is admirable and how much is a turn-off? We posed some questions directly to communication hiring managers at organizations with established infrastructure and regular hiring activity in this area.

In this piece, we speak with Tracy McKee (TM), Head of Internal Communications at Aetna Inc. and Alison Davis (AD), President of Davis & Company, a national employee communication consultancy founded in 1984.

Communitelligence:  Is there really such a thing as a “created hire,” when the perfect person walks in the door and you somehow find or shift funding to make a hire happen?

AD:  Yes, at least for a small firm like ours. There have been several occasions in our 20-year plus history when we met someone we thought would add value to our firm and created a position just for them. We’ve also had a couple of occasions when two finalists for a position were so good that we didn’t want to choose – so we hired them both.

TM:   Yes, some of the best jobs evolve this way. The beauty is that these kinds of roles often work out very well for the individual and the hiring company. It takes imagination and courage on both sides – I’m impressed with a candidate who really understands her strengths and career goals and isn’t afraid to describe a “perfect fit” role that looks different from the one on the table.

Communitelligence: How do you feel about candidates who take the initiative and call you directly? Is this an annoyance or a point of differentiation?

 AD:  If we have posted a job, with a clear process for applying, and someone calls me directly, I do find that annoying – it means the candidate is not respecting our process and is trying to make an end run to reach me. I’m less annoyed is someone sends me an e-mail because it’s less intrusive:  I just reply quickly and forward the info to our HR manager.

TM:  Perseverance is a funny thing; you want to see it in a person once they have the job but too much of it before an offer feels like pressure and if anything, can have a negative impact. Do your homework before the interview and you’ll set yourself apart from everyone else. Trying too hard to close the sale after the interview but before an offer is too late.

Communitelligence:  What do you believe is the right balance between probing and selling the candidate during the interview process? 

 TM:  If it’s a bench strength role, I do a lot more probing and listening than selling in the initial conversation. I would never sell someone on a role that isn’t a fit and I don’t know that unless I really listen to what they say.  On the flip side, if they’ve done their homework and they are clear on their own goals, they’ll be probing to see if I have an opportunity that could add to their personal portfolio of skills and experience. If they aren’t asking equally insightful questions, then that tells me a lot about their confidence level and personal clarity.

AD:  My role in interviewing is 50 percent sales (“you should work here”) and 50 percent probing (“what would you bring to the party?”) Other people in our interview process are focused almost completely on probing, so I rely on them to judge the candidate more than to sell him or her on the merits of the company.

Communitelligence:  If you could give candidates just one piece of advice to present or interview smarter, what would it be:

 AD:  Be prepared to convey specific stories/examples as case studies:  the challenge you faced, the approach you took to meet that challenge, and the results you achieved. That brings your experience to life and gives your potential employer a sense of how you think.

 TM:  Do your homework…I once had a candidate ask me before his interview to send him all kinds of information that was available on our public website. I canceled the appointment.

Also, know what you are good at and what you want to do.  When you are asked about these things, don’t give a long list of accomplishments – try talking about what you learned and what you got out of it and how that relates to the kind of work you want to do.  It sounds soft, but it proves two very important points:  1) you actually did the work and 2) you have a passion for it. Otherwise, how do I know it was really your accomplishment?

By Janet Long, founder and president of Integrity Search, Inc

 In our next installment, Commuitelligence will speak to:  Christopher Mykrantz at Watson Wyatt Worldwide, Lisa Jarmoszka at Buck Consultants and Thomas Hill, who is currently engaged by Chevron.