Companies have shed a lot of middle managers since 2009, many of whom have been highly compensated executives over 50.  Employers have learned to do more with less and to out-source functions wherever possible.   Still, there is work to be done.   If you are over 50 and looking for a new job, you must pay close attention to the following five steps to employment.

1. Assess your skills and capabilities:

Don’t think in terms of job titles you have held, but of your accomplishments and how they were achieved.   Employers need people to solve problems.  Prepare an inventory of your skills and accomplishments.  In fact, this would be a good exercise to complete with the people in your network.  They will likely have a useful perspective.  It is also a good reason to reach out to your network to stay top-of-mind as to your availability for that next opportunity.  Use this exercise to evaluate new options.

2. Work your network:

Networking is the best use of your time!  Your network may be your most important asset and likely a competitive advantage over younger workers!   You must reach out to all of them.  Pick their brains as to what they are seeing in the market as well as possibilities for you.  You should have them organized into an email group that will allow for easy communication.  Update them on your progress.  Make sure that you are actively seeking out important new contacts.  Buying coffee or lunches for these folks is an excellent investment.  

3. Work on your image:

One benefit of being between situations is the additional time recovered, especially that time otherwise spent on your commute.  I would advise that you retain the same sleep-waking schedule you had while working, just use that time differently.  Substitute your commute time for exercise, research, and for updating your technology skills.   Get back to a healthy diet.  A sleek and healthy image will help shorten your job-search.

4. Your on-line presence:

If you are not on LinkedIn, you should be, and your profile must be complete.  Otherwise, you are hurting yourself.  Employers are looking for you, but they cannot find you or if they do, your profile is not impressive.  Consider a paid subscription to LinkedIn.  Now is a good time to join and become active in those groups that parallel your interests.  Position yourself as a thought-leader.  You should consider starting a blog and developing your own website to further your on-line presence.  Remember, employers are looking you.  Make it easier to find you.
 

5. Consider a career coach:

You must be competitive!  Job-search techniques and tools are changing rapidly.   A good coach will help you with search strategy, interview prep, and communication effectiveness.  If you are not a long time resident of your current location, someone who can help with important introductions is vital.   Our company has been providing Mentoring and Coaching services for many years.

Summary:
Those over-50 are healthier and more active than their parent’s generation so age isn’t an issue per se.  However, the mature employee brings some expectations that may not fit the needs of potential employers.  They have their own biases.  Technology skills and employment laws present risks to the employer, while compensation requirements may be at odds with their  budgets.  One must present themself as a reliable problem-solver.  You have much to offer, however, you need to understand the needs of the employer, define your capabilities, and market yourself as with any brand.  Follow these five steps to ensure a shortened time between jobs.

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Jim Weber, President

New Century Dynamics Executive Search

www.newcenturydynamics.com

Strategic Partners

In my last post I briefly referenced Strategic Partnerships (SP) as another leveraging tactic to build your business.  This is a lesson I learned early in my entrepreneurial incarnation, thankfully!  It’s like networking on steroids, a true force multiplier.  Strategic Partners are your “go-to” people for specific expertise.  You may know a number of people who could provide a solution to a client’s need outside your area of expertise.  However, your SP should be at the top of that list.  They are super referrals and your most trusted service providers.  They enhance the value of your brand and if managed properly, strengthen your bond with the client.  After all, we are known by the quality of our work and with whom we are associated.

So what makes a good Strategic Partner?  SPs are people who serve the same target market but are not competitors.  Or, they could be competitors who serve a different target market, an indirect competitor.  They work in a market that you do not plan to penetrate, but would welcome opportunistic income.  In my case, an indirect competitor and a viable SP is another executive recruiter who might specialize in global manufacturing or maybe, healthcare.  Or someone who works in the same industry segment but places lower than C-level talent.   Yes, this is another executive recruiter, but it is unlikely that we would ever compete for the same search.  We both come across candidates and prospective clients who we cannot help due to our lack of expertise in their market segment.  Certainly, we would like to help those folks and earn a fee; however, the learning curve to compete in that market would be cost prohibitive.  A SP is the perfect solution.

The SPs I have developed grew out of referrals from my network.  My network pointed me to these folks, initially as a resource for searches.  In my work, as with any consultant, I learn a lot about my client’s needs.   It is only natural to want to help them solve problems and become more successful.  Their success will guarantee a long term relationship and continued success for my brand.  I look at this kind of support as value-added.  So, having the ability to refer additional resources to help one’s client becomes a win-win.  When including your SP, it is a win-win-win.

Working together over time, we developed trust, leading to a more formalized relationship.  In one case I needed to help a client find a consultant to support program development under the direction of the new VP Training & Development that I had placed.  I received an excellent referral that led to my SP connection, with Morreen Rukin Bayles of Creative Restaurant Solutions.  Two of my Strategic Partnerships grew out of alumni connections.

Strategic Partnerships are more than just a value-added service you provide your clients.  These relationships are revenue generators.  When you enter into an SP you are formalizing your relationship into a line of business.  In exchange for being the go-to person for their services you are entitled to referral fee.  This makes sense as there is minimal, if any acquisition cost incurred by your SP.   You become a marketing resource for your SP and should be compensated, just as your SP would be compensated if she brought you a business deal.  As in any business relationship it is important to document your agreement.  The type of agreement you choose will be driven by the potential gain and risk in the transaction.  At the very least you will want to have a letter agreement on record.  A more complicated arrangement may require a more formal contract so you should consult your attorney.

A final thought about quality control.  It is still your brand at risk.  You need to be careful when selecting your SPs as your brand will become tied to theirs.  The wrong partner will introduce serious risk into your business.  You must exercise oversight of their work.  Check in with your client on a regular basis to secure feedback as to their performance.  If there are issues, you must to be alerted early on so that you can help facilitate corrective action.  Ultimately, you have a brand to protect so you must be engaged.

 To break the feast or famine cycle, be sure to have Strategic Partners on your team!

Thank you for visiting my blog.

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Jim Weber, President

New Century Dynamics Executive Search

www.newcenturydynamics.com

Mechanical advantage is a measure of the force amplification achieved by using a tool, mechanical device or machine system. or wear. The performance of a real system relative to this ideal is expressed in terms of efficiency factors that take into account friction, deformation and wear. (from Wikipedia)

The first three installments in this series have  been about becoming more productive in our approach to business so that we land more business.  To stop the feast or famine cycle in its tracks.  But for many freelancers I have talked with there is a dilemma.  What does one do if still on assignment and lands an over-lapping assignment.  In other words, I cannot take on more work because I am working.   Or, how do I ensure that the work done by a Sub will meet my standards, the quality control issue.  This concern, if not overcome, guarantees that the feast or famine cycle will continue to plague.  Hiring subcontractors does require a change of thinking and the ability to demonstrate some managerial skills.   I have always been a firm believer in the Pareto Principle, a/k/a the 80-20 rule.  20% of our efforts result in 80% of our revenue.  The key is to know which activities lead to the 80% revenue generators so that one can focus more efforts in that direction.  Those are the high value-added activities.  The low-value added activities are ripe for offloading.   You want to optimize your time so that your high-value added efforts lead to direct revenue production.   The solution is a force multiplier, leverage.

Leverage can come in many forms, and even though we don’t have the technology to clone ourselves, the most obvious solution is more bodies.  So, think subcontractors.  Depending on the scope and duration of the new assignment a subcontractor (sub, or freelancer) could help you wrap up the existing assignment or scope out the new assignment under your direction.   This is hardly a new or innovative thought.  I know of a number of larger firms who operate almost exclusively with subs, assembling teams on an ad hoc basis.  If business development is not your strong suit you can even find someone to take on that responsibility for you as well.  Admittedly a bit of time will be required to vet your subcontractors but there are people who can help you with that task as well.  In fact, I have placed Freelance Consultants into a number of situations where my client’s need did not warrant a full time employee.   Virtual assistants and  Strategic Partnerships can be another force multiplier.  Strategic Partnerships are a source of referrals whereby fee-splitting arrangements can generate additional income for you.  The key is to focus on that which you do best, and let someone else do the rest.

Other sources of income can be another way to beat the feast or famine cycle.   If you have a body of work that can be packaged into a product(s) you might consider this option.  The internet provides a viable vehicle for conducting webinars using tools like GotoWebinar to capture a sizable audience.   The webinar I participated in last month had 100 attendees.  If your work is worth $25 a head, and why wouldn’t it be, you could generate $2500.00 in less than an hour if you attracted 100 participants.  If you happen to blog as a part of your marketing efforts, think in terms of turning your posts into a book.    More leverage.

Do you have a business or a practice?  There is a difference as my friend and marketing Guru Gregg Nettleton once told me.  A business can continue to function if you are out of the picture for a period of time.  A Practice depends on you, and cannot function without you.  Use outsourced services to pick up the slack, and ensure that you are managing a business.  Leverage is the key.  Focus on the high value-added activities and offload the low value added activities.  Think in terms of building a business to beat the feast or famine cycle.

Thank you for visiting my blog.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so please leave a comment.

Also, I have a one question survey that will help me determine the best topics to cover.  Please click on the link below provide  your feedback.

 http://survey.constantcontact.com/poll/a07e93f58mxht4f5wqw/start.html

Jim Weber, President

New Century Dynamics Executive Search

www.newcenturydynamics.com

Breaking the Feast or Famine Cycle, Part 2

Last week I participated in a webinar on social media marketing.  The presenter, a digital media guru, made a very interesting point.  Recognizing the difficulty of selling, and the aversion to selling for many, she said, “make it easy for people to buy from you.”  A very subtle but interesting twist of thinking.  Military tacticians might call this a flanking maneuver.  In other words, don’t approach your prospects where their defenses are the strongest approach them through their trusted friends and associates whose needs have been satisfied by your services.  Use the power of your network and networking.

Ok, Jim.  I get it; there are a lot of opportunities to be derived from employment in small, emerging companies.  So just what are these companies looking for as an ideal candidate?   That is a very good question!  The job-seeker must understand that the small company environment is very different from the majors and not necessarily the right place for some.  In a small company, people have fewer resources to tap and a broader range of responsibility.  You will be required to ‘wear more hats,’ so to speak.    It is a ‘roll-up-your-shirtsleeves,’ ‘player-coach,’ environment.  Decisions are made on a shorter cycle, but their consequences may be far greater.   You will be required to work outside your comfort zone on a regular basis.  Success in a small company environment does not come naturally to most people.  For those of you still employed by a major company, you may be thinking; “this does not sound very different from my current situation and work-load.”  The fact is that major companies still have an infrastructure that serves to minimize risk and keep the business on track.  In the small company, you become that infrastructure.  It is only reasonable to expect hiring managers to seek out candidates who have already made the transition from the major company to the small company environment.

Speaking from personal experience, my clients prefer prior small company experience, backed up by a solid foundation in the Fortune 500.  The ideal candidate should have at least three to five years of small company experience under their belt.  With that transition experience the candidate knows for certain that she is a fit with the requirements of a small company.  The client is assured that the candidate understands their needs at a visceral level.    If the small-company is owned by a Private Equity Group (PEG) more than likely they will prefer candidates who have worked in a PEG-owned situation.   Specific to CFO searches, Public Accounting experience with a Big Four Firm, including the CPA designation is very desirable.  A CPA earned while working in the private sector is also useful as is an MBA.   I have also found that the small, emerging company is more receptive to the mature executive.  They seem to appreciate the experience, particularly the battle scars that come from time in the arena.  This is another solid reason to consider the small, emerging company as a viable career option.  

Well, how does one get small-company experience to begin with?  Another good question.  How does one get the experience, if prior experience is required?  There are exceptions to every rule of course, but like any other job search one’s network usually leads to the opportunity.  Prior relationships are the gateways to new opportunities.  Since most of my clients are franchisers, senior managers usually know a lot of franchisees who may need their services.  This is the most natural progression pathway to a small company.  Visibility within trade and professional organizations is another time-tested way to build a network which may lead to small company employment opportunities.  People who know you and know of your work history are more likely to give you that first opportunity than someone who doesn’t know you.  These network contacts can be helpful presenting your credentials to other small company hiring managers outside your network.  In some cases, experiences in a small division of a major company or work in a joint venture between major companies may be the pathway to a smaller company.  It is not impossible to transition from a major company to a small company directly.  As with all job openings, it ultimately depends on the requirements of the job, the objectives management expects to be accomplished by the particular hire, and the profile they have established for the ideal candidate.

The small-company environment can be every bit as volatile as that of a major company.  Family owned companies can be even more problematic.   I am excluding family-owned and managed companies from consideration in this post.  I am certain that there are a number of books that have been written on that subject.  Volatility risk must be acknowledged and understood when making the transition to a small, emerging brand.  It is not uncommon in the best of times for small companies to fail or to be sold as a result of the owner’s personal issues.  The past five years have been particularly troublesome for small and large companies.  The volatility has been greater than normal.  It has been a difficult time for small-company CFOs as demonstrated by their resumes.  Short tenures may be a real turn-off for hiring managers making the next employment opportunity more difficult to obtain, increasing the financial risk to the candidate.  It is important to help mitigate this risk by negotiating a severance package in the event that the candidate loses his job for reasons beyond his control.

Compensation packages may be lower in a small company, but they will be competitive with the particular market and region of the country.  If it is a PEG-owned company the compensation package may include a modest equity component, usually reserved for key, C-level executives.    In many of these situations, a CFO for example can expect an equity stake as a part of the total compensation package.  1% at a change of ownership event is typical when a CFO candidate joins the company.  Over time, it may be possible to earn a greater equity position if you are a solid performer who management wants to retain.  A successful small-company experience can propel one to a very comfortable lifestyle, providing the credibility and confidence to repeat that success in another situation.  The opportunity to build significant wealth from the association with a growing business can be very attractive.

Another primary reason my candidates are interested in the small-company situation is to become a greater part of crafting strategy.  To become a part of the inner circle, helping guide the direction of the company is very appealing, especially for a company with upside potential.  So, beyond the financial benefits of joining a small company, the intrinsic benefit derived from becoming a key decision maker is very attractive to many professionals.

To summarize, the small, emerging company market must be a consideration when one plots their career path.  The small company environment is different than the majors and may not be the right path for everyone but will be viable for many.  It can be especially attractive for the mature professional and the more entrepreneurial job seeker.  The risk/reward equation is not unlike that found in a major company but the issues are somewhat different.  If you are currently employed in a major company you should begin building a network into the smaller company segment to move your career in that direction.  If you are between situations and do not have prior small company experience try to work your network in that direction.  This segment is where the growth is and must be a serious consideration for someone interested in building their career.