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Build a big career by thinking small. Part 2







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.


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Build a big career by thinking small. Part 1


This past week a friend and former colleague called to seek my help on his current project.  He told me that he was the acting COO for a $40 million company composed of franchised restaurants, hotels, and real estate.  The company is profitable and growing rapidly.  My friend went on to say that he is tasked with the responsibility to determine how best to organize this company for rapid growth.  The goal is to make it capable of  growing past $100 million in revenue.  His client’s situation is very familiar to me.  It is virtually identical to that faced by the client base I have cultivated during the past five years.  I know exactly where this is headed.  These small but growing companies are emerging through-out the country and represent some very promising career opportunities for entrepreneurial-minded professionals.  These companies are keeping me and a lot of other professionals very busy.
Before the recession of 2008-2009 many major brands in the restaurant franchising segment had begun adjusting their asset allocation strategy.  The goal was to become better positioned to benefit from the overseas potential, particularly in China.  These brands began packaging groups of company-owned restaurants to license new franchisees.  This strategy displaced a lot of corporate marketing and operations professionals who ultimately became a part of those new organizations.  There are a host of new franchised brands that are growing as well, many of which are selling the rights for dozens of outlets to franchisees.  In fact, last year I placed a CFO and a Director of Training and Human Resources for one such company.  With a 20-store development agreement as its nucleus and a couple of independent casual dining concepts, their plan is to become a $100 million company in five to seven years.  At that point the owners will likely cash out and find a quiet beach community to enjoy life.
Unlike their counterparts of an earlier generation, these new small companies can be more nimble with fewer resource requirements.  Many overhead components like accounting and human resources functions can be effectively outsourced.  “Focus on what you do best and let someone else do the rest” is current mantra.  They still need their Generals to craft strategy and their front line soldiers to serve their customers, but administrative staff or middle managers, not so much.  Technology has played a major role in supporting this dynamic.  Government policy has provided additional incentive to keep staffs small.
The current administration has not been kind to small business, however well-poised this sector is for growth.  Major companies are not too excited about adding to their employment base.  College grads are finding it difficult to find entry-level employment.  Private Equity Groups are very active in all sectors of the economy as they help the U.S. in its continued transformation from a post-industrial economy to a high-tech, information-age, knowledge-based economy. Emerging markets overseas will continue to create opportunities.  The revitalization of the U.S. Energy Sector is for real.  These factors and others will continue to define business in the early part of the 21stcentury and will benefit small businesses.   There is a lot of pent-up energy that must find an outlet and that energy will likely go into the small, emerging companies.  I am of the firm belief that once it is fully untethered the small business sector will lead the U.S. in economic growth, as it usually has.
This is where the action is.  The savvy professional looking to build a career and personal wealth must consider the entrepreneurial sector.  This sector has been my bread and butter since before the crash.  Most of the searches I have been hired to conduct during this time have been for CFOs, with the occasional CMO, and a CEO or two.  As I said earlier in this post, these companies still need their Chiefs.  The next few post will build on this opportunity, which I suggest you give serious consideration.

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He talked and talked but didn’t really tell me anything!



“He talked and talked but didn’t really tell me anything.”  That was the feedback I received from a client about a phone interview he conducted with one of my candidates.  The candidate had not performed well. This client is good at asking questions which require the candidate to explain how he achieved the accomplishments listed on his resume.  I understood immediately what he was telling me; the candidate gave vague answers that were not clear and concise.  Talking in generalities as to how one achieved specific accomplishments casts doubt on the candidate and diminishes his credibility.  That is not to say that the candidate was lying about his work history.  What it does say is that the candidate’s communication skills are not up to par, or that he did not adequately prepare for the interview.  In either case, it was an opportunity lost.
It continues to surprise to me, when one of my C-level Executives fails to interview well. One would think these people have mastered the communication skills required in the interview.  My candidates are adept at selling Senior Management and Boards on multi-million dollar initiatives.  You could reasonably expect them to ace an interview.  I am fairly competent in my own interview skills, so no one gets past me who cannot do the job.  It just goes to show that the interview is an art form that eludes even the most senior executives.
Telephone interviews are often underestimated.  They pose a particular set of challenges.  The interpersonal dynamics of a face-to-face meeting are virtually eliminated.  Personality traits cannot be easily observed and assessed.  Still, the candidate must be able to convey energy and personality while presenting his capabilities in a credible way.  In many respects it is the most difficult, interview format.  Regrettably, some employers place too much emphasis on the telephone screen.  A good telephone persona does not necessarily translate to a good hire.  Personally, I believe that the phone screen should be focused on confirming factual data to determine if hard skills and accomplishments meet the job requirements.  The intangible, soft skills are better evaluated in a face to face interview.  Notwithstanding, you must recognize the situation for what it is and take it seriously.
To ensure an optimal result, begin with the basics.  Make sure you have your resume in front of you so that you and the interviewer are literally on the same page. A strong, clear telephone signal and a place without background noise is a must.  Pick a setting that is free of distractions and provides a high-quality telephone connection.  The choice of a cell phone over a land line can be problematic.  Taking the call in a popular Starbucks is a disaster in the making.  Taking the call in your car during your commute can be suicide, literally.  If taking a call at home, remember that children and barking dogs can derail a call.
It is also useful to help the interviewer help you.  Give him the tools to make your interview easier.  Additional printed materials provided to the interviewer can be very useful.  A summary of key career accomplishments will provide the interviewer with interesting questions.  Keep it to one page.  The tried and true, two-column, side by side comparison of job requirement vs the candidate’s background and accomplishments is always a plus.  These materials give the interviewer a road map to guide the interview. The very process of assembling these documents will aid your interview prep.  This is also an effective technique for the face-to-face interview.
My clients want to know how the candidate deals with problems.  How did she analyze the situation?  What alternatives were considered? What resources were required?  Why did she make the decision she made?  How did she approach the implementation of the solution?  If it involved other team members, as one would expect, how did she marshal those resources?  What problems were encountered in the implementation of the solution?  What was the final outcome?  Did it work?  How well?  This could either be a very long-winded story which would put the interviewer to sleep, or it could be focused, concise and energetic.  The interviewee should be able to answer effectively in three minutes or less.  If the interviewer needs more detail or clarification he will ask for it.  
So how does one prepare and practice an effective answer?  I tell my candidates to think in terms of a one-page, landscaped, bullet-point presentation to explain each and every significant accomplishment.  This is a good exercise to focus one’s thoughts and to prepare for the phone screen.  I recommend that you prepare a page for each accomplishment you think appropriate, especially those that dovetail with the requirements of the job spec.  It might even make sense to have a blank template to help you focus your answer for unexpected, or unplanned questions.  Remember to label the bullet points: Situation, Alternatives, Solution Chosen, Plan, and Outcome or Result.  At its most fundamental level these points are the problem solving/planning loop.  It might take a little practice, but the result will prove to be well worth the effort.
Finally, I did close the loop with the candidate in question.  He had not been in a job search for a while and was genuinely interested in constructive feedback.  I am confident that his next interview will be better.  Come to think of it, it might be useful to share this post with all of my candidates in advance of their telephone interview.
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The Middle-aged Salesman.

The Middle-aged Salesman. A friend recently contacted me regarding her husband’s need for help finding his next job. Jerry, (not his real name) is an accomplished sales manager in his own right whose experience has been in the commercial printing industry. Now in middle age he has become sidelined in a dead-end job. Jerry is someone I have spent time with over the years and found him to be affable and witty. I had no reason to doubt his networking abilities. He is a salesman after all. Networking is about building relationships, the most fundamental part of sales.

 So, I happily arranged a coffee meeting with Wendy, a friend who has a business helping companies find optimal solutions to their print marketing needs. Since they were both professionals from the Printing Industry I thought this meeting would be a natural. Wendy is an excellent net-worker with very strong connections in Jerry’s target market. I could not have arranged a better connection for Jerry. This meeting looked to have great potential benefit for them both. Well, at least that was my thinking.

We all know that good networking includes the productive use of time. Get to the point. Let me know what you are trying to accomplish. How I can be helpful? The 30 second elevator speech is at the heart of the process. Unfortunately, as the meeting progressed, I saw that Jerry’s goal was to tell Wendy his life story. Jerry’s single-minded intent was to follow through on that objective. Had Wendy been an Executive Recruiter, like me, learning about Jerry’s full history might have been useful. Being a potential networking contact, Wendy’s knowledge of Jerry’s life story was not only irrelevant, it was not a productive use of her time. In the process, Jerry learned absolutely nothing about Wendy. Doubtless, Jerry would not be a very useful networking contact for Wendy.

Frankly, I was astonished. More than once Wendy stopped Jerry to ask him what he was looking to do and how she might be helpful. This irritated Jerry. He did not answer her question but continued on with his story. It was excruciating. Wendy politely cut the meeting short, indicating that she had another meeting to attend. Jerry and I went off to have lunch and debrief.

During our lunch Jerry expressed his frustration with Wendy. He was completely baffled as to why she continued to interrupt him during his soliloquy. I tried to address his fundamental misunderstanding as to how networking is conducted; i.e. time is of the essence, and the process is meant to be a two-way exchange of information. I explained that Wendy had tried to get Jerry to come to the point, but he refused to budge from his script. I went on to explain that over time, in order to build relationships, it may be useful to reveal more of one’s life story. It is totally inappropriate, however, in an initial networking meeting. My final point was that the message to Wendy was; “it was all about Jerry.” I think Jerry got the message, but I cannot be sure.

 I am still unclear as to why Jerry conducted the meeting as he did. It was not only strange, it was a little creepy. At his age and with his experience I expected a focused and productive presentation. I had been with him in a number of social settings and always found his behavior to be appropriate. His meeting with Wendy was totally unexpected. Could it be that Jerry was just a very poor salesman? I was beginning to wonder.

Key Learning: To help facilitate a productive networking meeting I use email to introduce my contacts and exchange their information. Exchanging resumes and LinkedIn profiles is a very useful part of the process to prepare for an effective meeting. This gives the participants the opportunity to learn background information prior to the meeting so the focus of the meeting can be on the present. It puts the meeting in context. A “good networking meeting” is a productive exchange where all parties leave with clear knowledge as to how to help the other.

 In this case, I should not be too hard on myself. I had enough experience with Jerry to expect a good outcome. I did exchange biographical information in advance. Jerry, Wendy, and I are all about the same age so there are a lot of similar life experiences which made the connection easier. I was surprised that Jerry did not grasp the fundamental concepts of mutual benefit and the productive use of our time. He learned nothing about Wendy and how he might be able to help her. Sometimes, even with the best of intentions and solid preparation, things don’t go well. That’s life. Suck it up and move on. As with last week’s horror story our efforts to help Jerry ended with that meeting.

My balance sheet with Wendy is very much in the positive so there was minimal damage to my credibility. Life goes on. Fortunately, my failed networking meetings continue to be a very small percentage of the total. Work in Progress:

The Great CFO. Stay tuned for this post

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Networking Horrors

I have been away from my blog for a while, but I have been actively networking over a broad front. Regrettably I am amazed to learn that networking is still misunderstood by so many people. I have suffered through my fill of ineffective networking adventures this year. It would seem that there is still a vast misunderstanding as to how effective networking is accomplished. Admittedly, some of the mistakes were mine so this and future posts will be of interest to those of you who are playing the role of middle-man in the networking equation. Let’s hope that my misadventures in networking will be useful learning opportunities for you. The Lawyers Wife…also an Attorney. Early this year an attorney friend called to tell me that his wife needed help in her job search. My friend’s wife, let’s call her Jane, is also an attorney in her late 20’s. She had just lost her job due to the economic downturn and was looking to reconnect, possibly with a Law Firm. Jane had completed several years of experience practicing Corporate Law for a major company. My friend admitted that Jane was an inexperienced net-worker. I had never met Jane but I arranged a lunch with Sallie, a well-connected networking partner who I knew could be a very helpful. Big mistake. We agreed to meet at a popular Asian Bistro near Sallie’s office which was convenient to us all. My strategy was to let the ladies get to know one another and do the talking. My friend and I would provide moral support and offer other up other lines of discussion. It seemed like the optimal gender-based strategy. Our luncheon meeting started off pleasant enough. Introductions were made and pleasantries exchanged. Taking the lead, Sallie asked Jane to talk a little about her interests and the direction she wanted to take her career. Sallie did an excellent job of drawing Jane out. In fact, Jane was a fountain of information about her interest in moving into Environmental Law. Not really an area where she had experience but a clear passion for a young, idealist. We all listened, made mental notes, and began thinking about connections that might be helpful to Jane. We were at the high point of our lunch. So, we now have some sense as to how we might be helpful to Jane. At this point, being the good net-worker and mentor I know Sallie to be, she begins offering ideas and thoughts as to where she might help Jane with connections. A good networking meeting can be a bit of a brain-storming activity. A lot of options are put on the table without prejudice. Sorting, evaluating, and rationalizing those options into an action plan is saved for a later time. Remember, we were still getting to know one another. It was obvious that Jane did not understand brain-storming either as each and every thought proposed by Sallie was immediately discarded. Sallie did not show her mounting frustration, however, knowing her as well as I do, and gauging my frustration level, I realized this to be a wasted effort. Jane’s first impression was not positive. Our luncheon meeting ended earlier than it might. It wasn’t cut short, but there was little interest in extending the visit for more in-depth conversation. As we parted everyone was pleasant and Jane was gracious in her appreciation. Sallie agreed to get back to Jane with some further thoughts and possible connections. Later, Sallie and I recapped our luncheon via phone. The bottom line was that Sallie was not too interested in making connections for Jane as she viewed her involvement as a high-risk effort. I could only agree. The networking efforts for Jane ended there. My mistake was the elimination of a crucial step, meeting Jane first. Had I done so I would have been in a better position to understand her needs from a networking skills perspective. I cannot fault Jane for her lack of sound networking skills as her husband, my friend, had already advised me of same. The mistake was mine. A good re-learning experience for me, to be sure! The learning: For those of you looking to help someone in their networking efforts, especially friends and relatives, you must understand your responsibility in this endeavor. You must spend enough time with that person to ensure that she is ready to engage in a successful networking meeting. If you want to help an inexperienced net-worker, you must take the role of mentor and coach. This role will help to ensure that the novice net-worker has the basic skills and understanding of the objective. The last thing you want to do is waste the precious time of a valued networking contact. Otherwise, you risk diminishing your own credibility as someone who can make useful connections. Fortunately, my credibility balance sheet with Sallie was and is still very strong. The experience was soon forgiven, and gave us fodder for amusing small talk over cocktails. And the experience gave more subject matter for this blog. Be on the look-out for another post in the next few weeks. That Subject is The Middle-aged Salesman. Happy New Year!

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About Getting More Referrals

I have long been of the opinion that the most effective form of Advertising is word-of-mouth referrals. Not only are personal referrals effective, it is probably the least costly Marketing tool in your arsenal. For some reason, however, it seems like the most difficult tactic to execute. I cannot say that I know exactly why, but people find it daunting to ask for referrals. I recently hit on a solution for my business that I would like to pass along.

I recently crafted a script to help my network and clients make referrals on my behalf. Although it may require some editing to work in your business, the basic outline seems to be sound based on the feedback I have received. Here it is for your consideration.

THIRD PARTY REFERRAL TEMPLATE:

(Insert Name), it is my pleasure to introduce you to Jim Weber. Jim is President and Owner of New Century Dynamics Executive Search, a Professional Services Firm engaged in Executive Search, Outplacement Services, Placement of Interim Executives, and Contract Employees. Their focus includes Restaurant and Hospitality, Food Service Distribution, and Retail segments. They are specialist in sourcing Marketing, Operations, Finance, and Business Development (Franchising) Talent and are particularly adept at executing the confidential search process. The company is primarily focused on growth oriented Restaurant Chains with revenues in the $100 to $500 Million range. Their client base includes Regional and National Brands across all industry segments.

Prior to forming New Century Dynamics in 1999, Jim Weber spent 25 years with Fortune 500 companies in the Service Industry where he developed a broad-based portfolio of “hands-on” line and staff experience in growth and turnaround situations. A proven Executive with exceptional Leadership skills, Jim has a strong financial background and heavy operations experience in restaurants, specialty retail stores, food manufacturing and distribution. He has a very strong background in Franchising as well.

During Jim’s career his background in Strategic Market Planning and his strong Profit Orientation supported successful New Business Development Projects, Same Store Sales Increases, Expense Control Systems, and Labor Productivity. Through his leadership and the ability to build strong teams, he developed Organizations that consistently delivered the Profit Plan, year in and year out.

(Insert Name), I am confident that you will enjoy meeting Jim Weber and learning more about New Century Dynamics Executive Search. You will find that he has impeccable references and you have a number of mutual friends.

For more detailed information about Jim, his company’s capabilities and their client list please visit his website at www.NewCenturyDynamics.com.

When do you have time on your calendar to meet Jim?

Make it easy for your network to make referrals on your behalf and more referral business will come your way!

Let me know if this works for you.

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New Century Dynamics announces Outplacement Services

In order to better serve your needs, New Century Dynamics is pleased to announce today that we have added outplacement services to our portfolio.

While we have helped exiting employees in limited ways in the past, ongoing economic uncertainties have convinced us to offer more extensive, personalized services that are sorely needed by those who must search for new work in today’s highly competitive marketplace.

We are now prepared to offer a full range of outplacement programs tailored to the current economy, with price points to fit every budget. Whether you have a single C-level executive who needs one-on-one personalized support over a period of months or a significant volume of lower level candidates who require streamlined group sessions, we are prepared to meet your needs.

Through a partnership with Executive Impact, a leading career marketing firm, your people can be supported nationally with unique strategies that have been demonstrated to be effective in today’s job market. Richard Kirby, Principal at Executive Impact, will oversee these programs and personally support all key executives you designate.

Additional information can be found at www.outplacementanswers.com and a brief bio of Mr. Kirby can be found at the end of this message.

Please email or call me today with any needs you would like to discuss. We look forward to serving your needs soon!

Best regards,
James E. Weber, Principal
New Century Dynamics
770-649-7051

Richard Kirby brief bio:
After earning a B.S. in electrical engineering and achieving certification as a Registered Professional Engineer, Richard began a unique self-directed career journey in which he chose to move from engineering to human resources to marketing and to sales. Since 2002, he has been a full time career consultant (coach) to C-level leaders and other professionals seeking new career opportunities.
Richard’s expertise includes career assessments, goals definition, self-marketing strategies, interpersonal communications, business networking, strategic interviewing, and compensation negotiations. Richard is a member of the Georgia Career Development Association, the Society for Human Resource Management, and the Institute of Management Consultants. For more information, see www.outplacementanswers.com.

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A New Perspective for 2012

As we begin the New Year, it makes sense to reflect on 2011 and then focus our expectations for 2012. I hardly think that I am in a position to offer a meaningful forecast for 2012; however, I may have a useful perspective. Especially as to how it may relate to your career.
Today is November 1, 2011 and I cannot predict the next 60 days, but I think it is safe to say that 2011 has been a turbulent year. Here are some notable events that have shaped this year.
• The U.S. economy has been stagnant with unemployment stuck at 9.0%
• We have seen riots in Greece, a result of their bankrupt Government.
• The Arab Spring saw the fall of Regimes in Egypt and Tunisia.
• Osama Bin Laden met Seal Team Six.
• Muammar Qaddafi met a similar fate at the hands of his own people.
• The State of Wisconsin successfully took on the State Teachers Union and recall efforts fizzled as the benefits proved worthwhile.
• In Ohio, broader reforms failed.
• The European Union is on the verge of collapse.
• The Obama Administration is reeling from failures in the BATF Fast and Furious Program, and the Solyndra Loan Guarantee.

How do we make sense of all of these events and what does it mean to us and all of our careers? It may be easy for someone to think that the world is coming un-glued. Maybe it is, but probably not. I am of the opinion that what we are witnessing is governmental restructuring on a world-wide scale. The global recession and resulting shortfall in tax revenues has stressed the Socialist Democracies of Europe to the breaking point. Dictatorships are falling in North Africa and possibly the Middle East. In the U.S. we have felt some of the pain as well, mitigated by the fact that the public sector makes up a smaller share of our GDP.
In my view, government is a lagging indicator that is not immune to shifts in the economy. In the past thirty years we have witnessed a tremendous shift from an industrial economy based on manufacturing to a knowledge-based, service economy based on high-technology. That point is reflected in the declining number of private sector unionized workers, now in the 6 to 7% range. We have witnessed major corporations forced to restructure under Chapter 11 of the Bankruptcy Code, or merged with stronger competitors. Integrated steel mills have given way to specialty steel companies reprocessing scrap iron. The old employer-employee compact including generous benefits, lifetime employment, and excellent pension programs is history. The private economy has changed dramatically, restructuring in plain sight.
So, the question for all of us is: “what does this mean to me and my career?” Like most fundamental questions, the answer is: “it depends.” If you are currently employed and younger than 40, I recommend that you consider the following”
• Don’t depend on anyone, other than yourself to manage your career development.
• Change your mind set to that of a Free Agent.
• Look for ways to add value to your employer and become more indispensable.
• Know your strengths, weaknesses, skills, and development needs.
• Continually expand your network.
• Develop an exit strategy to help survive a lay-off.
If you are unemployed and/or over 40, you should consider the additional steps.
• Learn to reinvent yourself in a marketable way.
• Be an out-sourced provider to companies loath to add employees.
• Open your mind to new possibilities.
• Restructure your life to adjust to the new normal.
I have personal experience that has led me to these views, including an expanding network of professionals who experienced their own professional renewal. It is a growing trend that may well result in a new Golden Age of Free Market Capitalism.

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Ethics in Recruiting and Selection

Last month, one of my candidates bailed out of a job offer after successfully negotiating the terms of employment. I suspect that he was using my client’s offer as a bargaining chip with another employer. Not an example of good-faith negotiations and a minor financial cost to me.

That same week, a golfing buddy asked for my advice about the propriety of the Informational Interview as a viable job-search strategy. I told him that whereas many savvy professionals had become jaded toward this tactic, it is acceptable so long as the request for such a meeting is made with full disclosure.

Not long after this discussion, a strategic partner told me of a mutual friend who was looking for a speaker to talk to his organization about Ethics in the Job Search process. At this point I decided that someone was trying to tell me something, especially since my next article was due for the USF Alumni Magazine. In fact, this subject is a good follow-on to my last article, “Working with an Executive Recruiter.” The advice in that article was about building relationships of trust, based on honesty and truthfulness.

In the past 30 years, the employer-employee compact has changed. Job security is a thing of the past. Employees are now Free Agents. Have standards of ethics kept the pace of that change? I am not so sure. I have heard it said that cut-throat competition has led many to believe that ethics is passé or naïve. That may or may not be true, but I do think it is safe to say that role models of ethical behavior seem to be in short supply. We all know of leaders, from government, industry, sports, and even the clergy, who have had ethical lapses. I have long held the opinion that the average person can distinguish between ethical and unethical behavior when confronted with same, at least intuitively. But, how do you decide the proper behavior when confronted with a situation beyond your experience?

My dictionary defines ethics as “conforming to the standards of conduct of a given profession or group.” Another definition which appears frequently in the literature defines ethics as “principles or standards to guide actions based on established corporate values.” In other words, ethics is an established set of rules, a paradigm.

How do ethics apply to job search? My last article spoke to the expectations of the job seeker by the potential employer and the recruiter working on their behalf. Now, let’s address expectations of the job seeker from a prospective employer. After all, isn’t it better to work for a company that is highly ethical, which values integrity? How do you know if you are talking to an ethical employer? Here are a few questions you should resolve.

• Is there a formal code of ethics? Is that code reinforced by training and a part of the employee evaluation process?

• Is training and development around ethical decision-making provided?

• Are there formal systems to report unethical behavior in a non-threatening way?

• Is misconduct addressed in a timely manner?

• Is integrity emphasized to new employees as a part of the cultural overview?

• How are senior managers perceived by employees?

I have found that the more ethical companies are better about informing the job seeker as to their selection process and maintain communication throughout that process.

Over lunch this past week, I asked a friend, a consultant and professional trainer, how she would define ethical behavior. After a brief pause she answered with one word; “accountability.” What a great answer! If we were to be held accountable for our all of commitments and our actions I would think that ethical behavior would prevail. Expect ethical behavior of prospective employers and you will likely be happier in your career.