Ask Jen: Recruiting Questions & Answers

The need for savvy, creative recruiters is greater than ever and will continue to grow.

admin — Mon, 07 Nov 2011 23:50:14 +0000

Q. We are an engineering firm searching for rock stars to help us grow our company to the next level. Our recruiter is struggling with attracting exceptional talent to our company. Any recruiting advice?
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A. Recruiting is critical to the success of any business even if not all executives buy into this idea. There is a critical shortage of talent available to companies today, baby boomers are leaving the workforce and our population is aging. The need for savvy, creative recruiters is greater than ever and will continue to grow.
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Are recruiters working harder not smarter? Has internet recruiting become more of a distraction than an enhancement? What recruiters and their employers need to remember is that even though new tools come along there are strategies and skills that will continue to be required for recruiting success. Many companies today use recruiters in the wrong way and as a result many recruiters don’t know their place or their value for companies. Companies should use recruiters as offense, not defense, because hiring the right talent is a competitive advantage regardless of the role they’re in. Recruiters should be proactive in finding this competitive advantage rather than reactive in letting resumes come to them. At the end of the day, recruiting is all about having the right person in the right position.
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What separates the truly successful recruiters from the average ones may be their willingness to be judged on the longevity and productivity of their hires. If quality-of-hire is truly more important than quantity-of-hire, why not compensate recruiters based on the long-term performance of an employee. This would ensure alignment with the strategic goals of the position and force the recruiter to think about the long-term viability of the candidate and how the candidate can be a benefit to the company not just after placement, but for years to come.
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As the talent shortage becomes a more of a daily reality, the recruiting industry will continue to need new and better tools but they also need to remember the basic skills and business models that have proven successful time after time.
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Attracting rock stars to your company is a process not a transaction. Talented recruiters are drawn to companies who value and appreciate the relationship. Experienced recruiters know how to attract the best talent and close the deal. Make an investment in the right recruiter.

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Jennifer Laxton is the CEO , Executive Search Consultant, Coach and Strategic Workforce Planner with ESA in Santa Rosa www.esa.com. ESA is an executive search and consulting company. You can reach her at 707-217-4535 or jklaxton@esa.com.

The need for savvy, creative recruiters is greater than ever and will continue to grow.

admin — Mon, 07 Nov 2011 23:44:51 +0000

Q. We are an engineering firm searching for rock stars to help us grow our company to the next level. Our recruiter is struggling with attracting exceptional talent to our company. Any recruiting advice?
•••
A. Recruiting is critical to the success of any business even if not all executives buy into this idea. There is a critical shortage of talent available to companies today, baby boomers are leaving the workforce and our population is aging. The need for savvy, creative recruiters is greater than ever and will continue to grow.
•••
Are recruiters working harder not smarter? Has internet recruiting become more of a distraction than an enhancement? What recruiters and their employers need to remember is that even though new tools come along there are strategies and skills that will continue to be required for recruiting success. Many companies today use recruiters in the wrong way and as a result many recruiters don’t know their place or their value for companies. Companies should use recruiters as offense, not defense, because hiring the right talent is a competitive advantage regardless of the role they’re in. Recruiters should be proactive in finding this competitive advantage rather than reactive in letting resumes come to them. At the end of the day, recruiting is all about having the right person in the right position.
•••
What separates the truly successful recruiters from the average ones may be their willingness to be judged on the longevity and productivity of their hires. If quality-of-hire is truly more important than quantity-of-hire, why not compensate recruiters based on the long-term performance of an employee. This would ensure alignment with the strategic goals of the position and force the recruiter to think about the long-term viability of the candidate and how the candidate can be a benefit to the company not just after placement, but for years to come.
•••
As the talent shortage becomes a more of a daily reality, the recruiting industry will continue to need new and better tools but they also need to remember the basic skills and business models that have proven successful time after time.
•••
Jennifer Laxton is the CEO , Executive Search Consultant, Coach and Strategic Workforce Planner with ESA in Santa Rosa www.esa.com. ESA is an executive search and consulting company. You can reach her at 707-217-4535 or jklaxton@esa.com.

How to make the transition from longtime employer to a new role

admin — Mon, 12 Sep 2011 18:29:58 +0000

Q: What is the best approach to transitioning from your current position with a long-term employer to a new company with the least amount of drama?
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A: 1. Do not give notice to your current employer until you have received an authorized formal offer from the new company, cleared a background check and drug screening (if applicable). Both parties must agree to all terms. Have you received all applicable documentation pertaining to the offer? Mutually agreed upon job description which outlines the expected job duties and responsibilities, terms of the sign on bonus and relocation package (if applicable), detailed benefits information including health, dental, vision, short term and long term disability plans, retirement and pension plans, vacation and paid time off policies, education and training reimbursement. etc. The time to negotiate is before you accept the offer not after.
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2. After carefully reviewing the offer and applicable documentation, sign the offer, return by email, fax or if you are local personally drop it off to their office and confirm by phone that it was received. Communicate with your point of contact to confirm your start date and expected time of arrival on your first day. Often times the hiring manager will contact you to welcome you to the company and possibly invite you to lunch before your start date. If you do not hear from the hiring manager, take the initiative and call them and express your enthusiasm about joining the company. It’s a nice touch to ask your direct manager what you can do between now and your official start date to get up to speed.
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3. Give your two weeks notice to your current employer in writing and request a meeting with your direct manager to communicate the change. Be aware of what compensation is owed to you; last paycheck, accrued vacation, medical savings plan, cobra, reimbursement for company expenses, etc. Ask for references from your colleagues, this is the best and may be your only time to request this information. Start to gather your personal belongings; do not take any company property without permission. You may be asked to leave upon giving notice. You may be asked to stay beyond the two weeks notice to transfer your knowledge. I do not advise that you stay on longer than two weeks; this is ample time to document your position and train someone. Be professional about this process, do not burn any bridges. Keep the lines of communication open on an as needed basis.
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Counter offers from your current employer are not a good idea to consider. The trust has been broken and they may only be keeping you around until they find your replacement. Remember the reasons why you went looking for a new position in the first place? Was it compensation, a more challenging position, stronger leadership, gain knowledge in a new industry, etc.?
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4. Take some time off, this is very important. This may be your last vacation for a year. Tie up any lose ends and relax, you deserve it.
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Now, the transition

From day one, it is important to read the culture about your new company. Your first goal is to analyze the new company, management, peers and direct reports and to identify their culture and style. This is an important step in understanding the similarities and potential differences. Be a good researcher, watch and listen carefully and ask questions of your new colleagues to gather this important information:
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1. Find out early on who you can and cannot trust, who your allies are and who are not. Depending upon your position, some may not be pleased about your presence while others will be relieved to have you on board. At this point, it is important to build your alliances, develop business relationships with your peers, direct reports, boss, community and clients to build trust and credibility quickly. Be careful not to move to quickly without building your alliance, you could alienate and undermine some. The key is to develop cooperation and support.
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2. Be certain that your goals and objectives are in line with the company and management. What business results are expected, by whom, and in what priority is critical? The key to this step is to establish agreements among all parties involved. What does success look like and how will it be measured? If your boss has not covered this with you within the first month, take it upon yourself to create an agreement and share it with him for approval.
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3. You may be motivated to hit the ground running with the best intentions and make a big impact early on. This can result in a lack of focus on what is important today with little significance actually occurring. It is important to balance the short terms goals with the long term goals. Create an action plan to manage your time to successfully accomplish your goals.
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4. It is important to create a clear vision and communicate it to your boss, peers and direct reports and other key players and establish formal and informal communication channels to keep the initiatives visible and the message clear.
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5. Balancing the needs of a fast-paced and visible position is challenging. You will be pulled between needing to pace yourself and still achieve impressive results while staying in top performance. It is to everyone’s benefit that you retain your curiosity, enthusiasm and energy over time. The trick will be to deliver short term goals while having the freedom to take on new challenges, develop new leadership skills and to keep you learning and position yourself to attain personal recognition and rewards for your accomplishments.
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I wish you success in your new position and remember that this is a transition phase. Remember to read and understand your new culture, build alliances, determine goals/expectations and focus on the most critical projects but keep your eye on the long-term projects, create a vision, and keep your momentum.

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Jennifer Laxton is the CEO, executive coach and strategic workforce planner with ESA in Santa Rosa www.esa.com. ESA is an executive search and consulting company. You can reach her at 707-217-4535 or jklaxton@esa.com.

Want that promotion? Seek a mentor. Ask yourself some questions about how and why you want to advance.

admin — Mon, 27 Jun 2011 14:00:17 +0000

Q. Five years ago I was promoted to a director position after a few years of performing at the manager level. I’m ready to advance my career again and seek a position at the VP level. I have expressed my interests to my boss, who is the executive vice president at the company. By his lack of action, I sense that he is not interested in supporting me to further develop my career under his watch. What steps can I take to get his attention?
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A. I think you need to take a step back for a moment and analyze the situation. Ask yourself these important questions and be honest with yourself.
■What is motivating you to advance your career at this time?
■Why do you think you are ready to step up to the next level in your career?
■What have you accomplished in the last few years that prove you are ready to advance?
■What values do you bring to the game?
■Why do you think your boss is not interested in helping you?
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I’m a big fan of mentors and have witnessed great success stories over the years with professionals who work with mentors to further develop their careers.
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No matter how much we grow or change, one aspect of our being remains the same. We all still look to those who have come before us to serve as good examples. As young professionals, we seek out mentors. But, as with everything in life, we need to make good decisions and choices in selecting the people we want to emulate. A good mentor can make a world of difference in how we succeed and progress in our careers.
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Keep in mind that mentors can serve a variety of purposes. They may offer us advice and guidance in getting ahead in the world, and also give us encouragement and even push us when we need a gentle shove. They also may simply lend us their ears when we need to talk with someone. You may want your mentor to offer advice on subjects such as continuing education and advancing your career.
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A good mentor may also be able to help you with networking and making connections with others in your field who might help you. Or, you may want your mentor only to listen to you and offer advice when you need to talk with someone neutral.
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Interview a mentor just like you would any other critical hire. Look for a mentor that you admire, who possesses a style that you wish to adopt. A few things for you to consider when searching for a mentor:
■Do they have progressive career development at the level you are seeking?
■Have they experienced similar challenges that you want advice on?
■Does the mentor have the same values as you?
■Does their working style compliment yours?
■Does the mentor have time to share with you?
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When the time comes to actually ask someone to mentor you, it’s a good idea to explain why you selected the person as a potential mentor and how you would like the person to help you.
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Don’t take it personally if you’re turned down. The person most likely has other responsibilities that would stand in the way of being there for you. Ask for a referral and don’t give up. Be patient. Finding a mentor takes some work and even involves some risk. You’ll find that the benefits that you reap from a relationship with a good mentor will be well worth your efforts.
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I wish you success on your journey.

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Jennifer Laxton is the CEO , Executive Coach and Strategic Workforce Planner with ESA in Santa Rosa www.esa.com. ESA is an executive search and consulting company. You can reach her at 707-217-4535 or jklaxton@esa.com.

What’s your work force strategy? Too few companies are thinking about right skills, people.

admin — Sat, 07 May 2011 14:07:19 +0000

Q. I am the VP of Engineering for a fast growing start-up technology company. Our headcount has grown from 50 to 300 employees over the past two years and we’re on target to double in size over the next three years. The majority of our hiring is in technology and engineering. Our CEO is recommending that we hire a consultant to conduct a Strategic Workforce Plan. This will require my time along with other directors and VP’s for input. What are the actual benefits of going through this process?
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A. Congratulations to you and the organization for your recent success. According to Human Capital Institute’s course on Strategic Workforce Planning dated 2010, SWP is one of the most important topics for the new economy. Without the proper preparation, organizations will be inundated with unanticipated changes and challenges.
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While organizations cannot predict the future, they can prepare for it. CEOs should be interested in improving their company’s readiness and agility. The phrase of “seeing around corners” is a great way to describe the importance of strategic workforce planning.
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According to the authors of The Differentiated Workforce, “building competitive advantage requires the right workforce strategy, but that doesn’t mean simply putting people first. It means putting strategy first and developing a workforce that executes that strategy.” An often heard phrase is “people are our most important assets.” Jim Collins, author, said: “It is the right people that are the most important assets.”
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Strategic workforce planning is an underdeveloped practice in most ’Talent Age” organizations. This stems from the fact that talent management has not been viewed as a strategic process but rather as administrative and operational activities. While this may have been true in the Industrial Age, it is not in the Talent Age.
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Most businesses have no talent plans at all, and will be impacted greatly by retirements, downsizing and other external and internal factors. One of the most difficult aspects of workforce planning is predicting future skills needed, which is the art of strategic workforce planning. There is a great opportunity for organizations to do workforce planning right and for it to make a vital difference in the present and future success of the organization.
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The context today highlights impending retirements, five workplace generations, new skills, jobs that weren’t imagined a decade ago, and career mobility. Individuals are seeking flexibility and greater options as they weight their personal and professional obligations.
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Nowhere is this change more evident than with firms where much of their revenue comes from products that did not exist a year ago. The pace of change is great and the organizations that can adapt quickly are the winners.
■70 percent of organizations have a weak pipeline. Cost per day when operating without a key player – $7,000.
■Cost of a poor hire – $300,000 to $500,000.
■Rate of efficiency at which most businesses operate because of poor engagement levels – 30 percent.
■Average time required for a new manager to become productive – 6 months.
■Percentage of a company’s employees who are well suited for their roles – 20 percent.
■Loss of talented engineers or leaders range from $250,000 to $500,000. Cisco loses $250,000 for each talented engineer it loses. Bristol Meyers Squibb loses $500,000 for each senior leader lost.
■The value of top performers is at least two times that of average employees.
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The purpose of a strategic workforce plan is to define and optimize the workforce that can execute the organization’s strategy, both today and in the future. The following are key questions that should be answered:
■What are the impacts of demographic shifts and external factors?
■What new roles and competencies are needed in the workforce?
■What is the gap between talent supply and demand?
■What is the balance between build, buy and borrow talent to close gaps?
■How can we ensure that the right people are in the right jobs with the right skills at the right time for the right cost?
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Workforce planning is all about having the workforce needed to execute the company’s strategy.

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Jennifer Laxton is an Executive Search Consulant, Certified Executive Coach and Strategic Workforce Planner with ESA in Santa Rosa www.esa.com. ESA is an executive search and consulting company. You can reach her at 707-217-4535 or jklaxton@esa.com.

You lost a key employee, now what?

admin — Mon, 21 Feb 2011 14:48:30 +0000

Q. We just received notice that our VP of Marketing is resigning and has accepted a position with a competitor. This is a big loss for our company and we know that finding a replacement will be a great challenge. We are considering using an executive search firm to help us. Please explain to me the value of using a retained search firm vs. a staffing agency vs. internal efforts?
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A. The most important thing to understand is that recruiting is a detailed process with many layers. Successful recruiters are professional networkers who are able to locate people who might not otherwise be looking for new opportunities. To be truly effective requires selling your company’s mission, vision and values, articulate the position responsibilities and a compelling reason why someone should consider your opportunity vs. their current role or other positions.
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Most companies that approach filling a position through their own efforts will turn this over to their internal recruiter or human resources department and in some cases the actual hiring manager. Their time, resources and network are very limited and they lack the necessary expertise.
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If recruiting is a detailed process with multiple layers, is your team qualified to get the job done right? Ask yourself if he/she is qualified to represent your organization in a professional, ethical and legal manner?
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Because of the millions of unemployed workers, the average job ad will result in 500-plus applicants. Are you prepared to review and pre-qualify all of these applicants and do you have a good process in place to screen out the unqualified from the qualified?
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In most cases the answer is no. Keep in mind that the cost of a hiring mistake can add up to three times the annual base salary which is based on loss of business, productivity and revenue. No guarantee.
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Staffing agencies maintain relationships with various companies and candidates and have the freedom to cross-present to multiple companies.
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If you’re seeking a broad pool of talent and there is no sense of urgency, working with a staffing agency may be the way to go. They are paid only if you hire one of their candidates presented to you. Fees typically range from 20 to 30 percent of the annual base salary and the guarantee varies from 30 to 90 days.
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Retained search firms are consulting-oriented and their recruiters are professionals. Retained search firms take the time to get to know you and your team, understand the company’s history, milestones and challenges.
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They are knowledgeable about your products and services, your culture and plans for the future. They focus on locating candidates with the education, skills, experience and management style you require. Some firms have a niche and focus on specific skill sets, industries and disciplines. They consider themselves an extension of the client.
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Retained consultants tend to consider candidates identified through their own network or referred to them by a trusted source. They are best suited for senior-level positions where there are fewer qualified candidates, and the challenge often times is recruiting the talent from the competition. Most companies who decide to use a retained search firm are facing the following challenges:
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• A senior-level role is open, and the organization must be represented in a professional, courteous and discreet manner.

• A confidential replacement search must be conducted in a timely and discreet manner.

• A target search with a comprehensive investigation of the talent pool from your competition.

• A talent search is required to supplement succession planning and growth strategies.

• A new position requires extensive research and market penetration to provide the selection committee with adequate information to define a profile and promote a role.

• A high-level executive will most likely explore an opportunity if a company is represented by a firm with an exclusive retained search arrangement. An executive should feel confident that any dialogue with a retained search firm will be discreet, confidential and efficient.

Whoever you decide to work with, one rule remains the same: work with a professional who is qualified to get the job done right.

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Jennifer Laxton is the CEO and Executive Coach with Executive Search Associates in Santa Rosa www.esa.com. ESA is an executive search and consulting company. You can reach her at 707-217-4535 or jklaxton@esa.com.

Yes, there were hiring successes in 2010 and there are more to come

admin — Mon, 20 Dec 2010 15:10:30 +0000

Happy Holidays! 2010 has been a long year of recovery from the wild ride of 2009. I am so grateful to my family and friends for their dedicated support. I am thankful to our clients who used our services this year and aided in our recovery. I wanted to take this time to share with you some client success stories that happened in 2010.
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A seasoned CFO was laid off in December 2008 after 15 years with his employer. His position was eliminated due to an acquisition. This happens. He was unemployed for the next 18 months, and I’m happy to report that he landed a CFO position with a solid company.
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They were attracted to him because of his 25-plus years of experience in a similar industry. This man understood what was required of him, casting a wide net. He understood the value of networking and realized after a short amount of time that his job was to find his next job. He didn’t take the post-and-pray approach. He took a very proactive approach to his job search.
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He didn’t depend on others to bring the fish to him; he went fishing every day for the next year and a half. Every day he got up and acted as if. As if what? He acted as if he was working; he showered, dressed, ate breakfast and sat at his desk at 8 a.m. ready for work. His objective was to make calls to professionals in his network, follow up on new leads and referrals, apply to targeted positions, write introduction letters to companies on his watch list and attend numerous business events around the nation. The lead came through a friend/colleague that he reconnected with via LinkedIn.
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A director of business development was terminated after 10 years of employment due to loss of business in 2009. After a long year of dedicated job searching and going through the painful process of rejection, she decided to launch her own consulting business. Her niche was national and international market development in multiple channels. She spent the next six months conducting market research with key decision makers in Fortune 1000 companies. What she discovered was a big hole in the market for her expertise. She developed a business plan and launched a consulting company that supports small to mid-size companies who want to achieve growth and brand awareness. She has three new clients.
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A VP of marketing became the victim of a reduction in work force after 12 years of dedicated employment with her company, plus she was in the final stages of divorce. She was definitely in transition and could have chosen to go to bed for the next year, but she chose to change her life. She didn’t waste any time and quickly put on her networking hat and started making calls to friends and colleagues in her circle. I am happy to report that she accepted a position with a growing North Bay company, sold her home in Southern California and relocated to Napa. She couldn’t be happier. She is dating and very enthusiastic about her future.
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Many of our clients are starting to hire again. They are looking for professionals with four-year degrees and, in many cases, advanced degrees. If you haven’t completed your education, start now. What are you waiting for? They are looking for something special … people with energy, enthusiasm and spark. They need leaders; people who possess leadership qualities, mentoring and the ability to get the team excited about the company and their work. Someone who can walk the walk not just talk the talk.
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Start-ups are launching … if you’re a person who enjoys a challenge and thrives in fast-paced environments, try on a start-up. If you prefer traditional formal infrastructures, try on a giant, they are getting bigger every day. If you prefer freedom and independence, consider the world of consulting. In reality, we’re all consultants, providing a service to our clients, don’t forget that. Do your homework, develop a company watch list and follow them throughout your career – they could be your next employer or client.
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Companies are the people, not just their products and services. People hire people. It is your responsibility to tend to the garden and nurture your relationships, not only when you’re in job search mode but on a consistent basis.
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You are a product, and it is imperative that you package yourself so that you are attractive to buyers. Every day that you are unemployed works against you to future employers. Three months is not a big deal. A six- to 12- month gap will start to cause you some problems. The longer the gap, the less attractive you become to potential employers. Even if you’re eligible for unemployment benefits, I encourage you to get out there and fearlessly search for your next opportunity today. Seriously consider interim work even if it is less title, responsibilities and compensation. Showing future employers that you are a player is what counts.
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I’m looking forward to developing new friendships in 2011 and hearing about your success stories.

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Jennifer Laxton is the CEO and executive coach with ESA LLC in Santa Rosa, www.esa.com. ESA is an executive search and consulting company. You can reach her at 707-217-4535 or jklaxton@esa.com.

What to do when you find out you do the recruiting

admin — Wed, 24 Nov 2010 15:10:19 +0000

Q.I’m at the finance management level and recently changed employers in a new area. I have several openings in my department and have come to find out that the company policy is “all hiring managers are responsible for their own recruiting.” I have not been in this position before and find myself overwhelmed with the process. Can you offer some advice?
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A. During these times of corporate slimming it is not uncommon for hiring managers to be responsible for their own recruiting. My first piece of advice is to develop a winning pitch for why someone would want to work for you and the company you represent. Be prepared to describe your leadership style and expectations. You need to be knowledgeable about your company’s history, milestones, products and services, success stories and challenges. Be prepared to discuss opportunities for growth too. You are not only selling a position but an opportunity.
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This is an opportunity for you to put on your networking hat. Research finance and accounting associations in your area and attend their monthly meetings. Contact professionals in your network to let them know about your recent job change and open positions in your department. Ask for referrals, spread the word and go viral, unless it’s a confidential search.
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The time required to hire a professional can range from 30 to 60 to 90 days or longer, depending on several key variables; the team’s availability for consulting and interviewing, the scarcity or abundance of viable candidates and the time of year. Plan on a minimum of four weeks for sourcing, another four weeks for interviewing, tap on another month for due diligence and two to four weeks for transition.
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Too many companies post and pray and then complain about the lack of viable candidates. This is a process not a transaction. I’ve outlined below an approach to filling your positions.
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■SEARCH: With a clearly articulated profile of the ideal professional, contact people in your network, search your company’s database and other published resources to locate the candidates that most likely match your needs.
■SCREENING: Contact by phone the most candidates to determine their interest and availability. With those who are open to a career move, determine their motivations, level of interest in the opportunity, skill sets, professional background, personality traits and compensation requirements. Use a scorecard system to rate their knowledge, skills and abilities.
■INTERVIEWING: Set up on-site interviews with the candidates who score the highest for their knowledge, skills and abilities. Coordinate interviews with the team and make certain that you are all working from the same page, legally and ethically.
■REFERENCES: When you have determined a candidate to be well-qualified for your position, request a list of references from the candidate. This list should include the names of supervisors, not friends or co-workers. Let the candidate know that you will be contacting his or her references.
■THE OFFER: When you’ve selected a candidate you are seriously interested in and received a satisfactory reference report it is time to develop the offer. The offer should be market competitive and fair to you, yet attractive to the professional, as well.
■TRANSITION COACHING: Ensure a smooth job transition for the new hire and his or her family. Going this extra step has proved invaluable in the past in preventing or minimizing family move-related problems, changes of heart and counter offers from current and former employers.
Recruiting is not a transaction but a process. Companies have to make the right decision to hire the right person. The cost of bad hiring decisions is rising not to mention the loss of business.

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Jennifer Laxton is the CEO and executive coach with ESA LLC in Santa Rosa, www.esa.com. ESA is an executive search and consulting company. You can reach her at 707-217-4535 or jklaxton@esa.com.

Turn that promotion setback into an opportunity to grow

admin — Mon, 18 Oct 2010 14:43:08 +0000

Q I’m an experienced manager and was recently passed up for a promotion to a VP level position with my current employer. I was told by the VP of HR that I did not get the position because there was a stronger candidate who was referred by an external source. What can I do about this? I’ve lost my motivation to work and feel burned by the company.
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A. What a disappointment. Use this situation as an opportunity to develop marketable skills. What can you do about this? I recommend that you schedule a follow up meeting with the VP of HR and ask, “What qualities did the other candidate possess that I lack?”
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The answers to this question are your blueprint for developing your career. Each and every person should ask themselves annually, “Are my skills marketable?” For many of us we move through our careers with limited education and experience and believe that it is our employer’s responsibility to educate us and give us the experience we need to be marketable.
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It is the responsibility of each and every person to obtain additional education and training. If your company does not have a sponsored program, then take the initiative to sign up for classes at a college in your area.
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There is no excuse. Most of us are within a 30-mile radius of a community or state college. And there are thousands of online and virtual courses available with colleges and universities throughout the world. If you lack leadership skills, then take the necessary steps to get them.
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How?
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Recruit a mentor. Look around; there could be someone at your company, a professor from your college, a retired executive through SCORE or hire an executive coach. Do not ask your immediate supervisor to mentor you. It is important that you feel comfortable talking about work place issues without being judged.
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Interview a mentor just like you would any other critical hire. Look for a mentor that you admire, who possesses a style that you wish to adopt. A few things for you to consider when searching for a mentor:
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■Do they have relevant industry experience?
■Do they have progressive career development to the VP or C-level?
■Have they experienced the things that you want advice on?
■Does the mentor have the same values as you?
■Does their working style compliment yours?
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No matter how much we grow or change, one aspect of our being remains the same. We all still look to those who have come before us to serve as good examples. As young professionals, we seek out mentors. But, as with everything in life, we need to make good decisions and choices in selecting the people we want to emulate.
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A good mentor can make a world of difference in how we succeed and progress in our careers. Keep in mind that mentors can serve a variety of purposes. They may offer us advice and guidance in getting ahead in the world and also give us encouragement and even push us when we need a gentle shove.
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They also may simply lend us their ears when we need to talk with someone. You may want your mentor to offer advice on subjects such as continuing education and advancing your career.
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A good mentor may also be able to help you with networking and making connections with others in your field who might help you. Or, you may want your mentor only to listen to you and offer advice when you need to talk with someone neutral.
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When the time comes to actually ask someone to mentor you, it’s a good idea to explain why you selected the person as a potential mentor and how you would like the person to help you. Don’t take it personally if you’re turned down. The person most likely has other responsibilities that would stand in the way of being there for you.
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Ask for a referral and don’t give up. Be patient. Finding a mentor takes some work and even involves some risk. You’ll find that the benefits that you reap from a relationship with a good mentor will be well worth your efforts.
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A final piece of advice: Read “Change yourself and your work will seem different” by Norman Vincent Peale.
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You are responsible for motivating yourself daily in your personal and professional life. First, be grateful for being employed in this economy when so many are unemployed.
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If your career is not progressing as you would like then take it upon yourself to make your dreams come true. It’s all up to you.
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Good luck.

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Jennifer Laxton is the CEO and executive coach with ESA, LLC in Santa Rosa, CA. ESA is consulting company specializing in executive search and coaching services. You can reach her at directly at 707-217-4535 or jklaxton@esa.com to discuss your situation.

Getting prepared for that first interview in 10 years. There’s no excuse for going to any interview cold.

admin — Wed, 01 Sep 2010 14:10:50 +0000

Q. I’m a finance professional who was recently laid off from my employer. Before that painful day I was gainfully employed since college, which was 21 years ago. The good news is that I’ve been selected to interview for a position with a well-established company. The bad news is that I’m very nervous and haven’t been on an interview in over 10 years. What can I do to prepare for the interview so I hit a home run?

A. First, research the company. Check out their website, Google the company and their core management team for information about everything. Find out the names and titles of all interviewers. Why? You need to research each person (LinkedIn and Facebook) you are interviewing with to understand their history, interests and to establish mutual interests. There’s no excuse for going to any interview cold.

Some points to know:

• Vital statistics: company size in both number of employees, revenue and locations.

• History of mergers and acquisitions.

• Ownership; privately held or publicly traded.

• History and notable milestones.

• Products and services.

• Who are their customers?

• Industry trends.

• Any bridge-building personal connection or common background with interviewers.

• Several formulated questions to further your understanding of the company, its current challenges and future goals.
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Secondly, research yourself. What are your requirements for changing positions and employers? Are you open to changing industries? What type of culture do you work best in – fast pace vs. slow pace or start-up vs. mature company? What is your commute tolerance and are you willing to travel or relocate? What level of compensation are you seeking – is this a lateral move or are you looking for an advancement in your career that merits an increase in salary and incentives? Can you answer these questions with conviction, “Why are you looking?” or “Why did you leave your last employer?” Be prepared to walk someone through your history from college to your first and last position. Most companies are looking for people who have consistently advanced their career through education and promotion.
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Third, be aware of the information employers may seek as part of a background check. Be prepared to address any questions, but know the legal aspects to background checks.
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Now that you have prepared, how should you handle the interview?
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First and foremost: Do not go on an interview unless you are absolutely prepared to present yourself 100 percent professional.
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Dress sharp and on the conservative side.
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Be on time. Try to relax and take deep breaths while you are waiting. Make eye contact, smile and if appropriate, shake hands with any support staff assisting you before the interview, as well as with the interviewer or interviewers if it’s a team or panel.
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Remember: This is your opportunity to sell yourself. You are the product and the service. The employer has a problem, and you as the candidate could be the solution.
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After the interview, write thank you notes to all interviewers, thanking him or her for the opportunity to meet, and send by post or e-mail. Remind the interviewers how your background and experience applies to the position and how you can solve their problems.
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Finally, if you don’t get the job, find out why. Ask your recruiter or hiring manager what skills you may be missing or what exactly eliminated your candidacy. Be sure to thank the interviewer for this information. This one simple practice can frequently lead to other opportunities.
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Good luck.

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Jennifer Laxton is a senior partner and executive coach with Executive Search Associates in Santa Rosa, www.esa.com. ESA is an executive search and consulting company. You can reach her at 707-217-4535 or jklaxton@esa.com.