Author: Jim Weber

Management Consultant, Executive Recruiter, Author, Public Speaker; My blog, "Fighting Alligators" is geared to the over 50 job-seeker; people interested in starting their own business; and freelancers looking to become more successful. I have 22 years of experience with Fortune 500 Brands in Strategic Planning and General Management. For the past 22 years, I have been President of New Century Dynamics, Inc., an Executive Search Business I started and own. My company is in the business of providing Consulting and Executive Search Support to our client base. In 2014, I helped create ITB Partners, an Association of freelance management consultants.
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New Century Dynamics offers Free 20 minute Consultation in rollout of Mentoring Program


New Century Dynamics offers mentoring programs to help you achieve your goals.  These fee-based services are tailored to your particular needs whether to find a new job, build your business, start a new business, or even to help you buy a business or franchise.   See the Mentoring Services Tab on the main menu for more details.  Contact us immediately for your free Consultation.
“When the decision was made to take our part-time consulting business to a full-time venture, I sought Jim’s counsel. His feedback was most helpful. Jim is a great listener and he provided me with very specific advice which was instrumental in generating a record number of clients for our firm in a very short amount of time. I highly recommend Jim Weber.”   Dr. Lee Patouillet, PhD., President, Patouillet Consulting, LLC.
About New Century Dynamics 

Founded in 1999, New Century Dynamics Executive Search provides Executive Search, and manpower planning support to our clients in the Service Sector, including Franchising, Food and Beverage, Hospitality, and Retail.  We specialize in the confidential search and for PEG-owned brands. 
For more information and for your referrals we can be contacted at:
JimWeber@newcenturydynamics.com  or 770-649-7051
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Breaking the Feast or Famine Cycle: Part 4, Leverage

Lever & fulcrum moving rock 

Leverage: the action of a lever or the mechanical advantage gained by it.

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.

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Jim Weber, President

New Century Dynamics Executive Search

www.newcenturydynamics.com

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Breaking the Feast or Famine Cycle, Part 3


You still need to eat!


In part one I set up the “feast or famine cycle” as an inhibitor to steady cash flow for freelancers.   In part two we discussed a number of low-cost, low-effort, digital media tools to help you stay in touch with your network and to grow your sphere of influence.  This final post is about building face-to-face, personal relationships to help you close more deals.  This post is not about the art of networking which we all understand to be a two way street.  Actually, this post is about working personal networking activities into your already busy schedule.  So, what is with the subtitle, “You still need to eat?”
While you are on assignment you want to focus your networking activities on your current client.  Get to know those people as well as you can to further understand their culture, their decision process, and hopefully more needs you can help them address.  Get to know people across silos.  Buy some coffee or lunches.  Hopefully you will be included in after-hours cocktails to further strengthen your standing on their team.  An athletic hobby like golf or tennis may prove to be useful as well.  The point is to strengthen that relationship and ensure that your client knows the full range of your capabilities.
When I became proactively  involved in face-to-face networking I received some useful advice from the experienced networkers about the value of networking groups.  The first piece of advice was to join no more than three groups.  More than three becomes unmanageable and unproductive.  Over time, I have settled on one Industry Specific Group (franchising), One Job Category Group (CFOs), and the local chapter of my Alumni Association.  It has taken me a bit of time to find the right formula, as it will for you, however, these groups are largely reinforcing while keeping me abreast of key developments in my target market.  I suspect that I will continue to tweak the groups I join as my business evolves, but this combination makes sense as I continue to place CFOs into franchising companies.  Prior to landing on this mix I had been a member of a Club that catered to Professionals.  Most of the active networkers at that club operated retail businesses, B2C.  Since my practice is not geared to retail, but B2B, the networking activities at this Club were not productive.  I did learn the fine points of networking and made a lot of contacts, but ultimately I had to move on.  You must find groups whose members are your target market.
Another group that I highly recommend is Toastmasters, especially early in one’s career.  If you want to be a better closer, or take on any leadership position, public speaking is a fundamental requirement.  Not only will you learn to become a confident speaker, you will be associated with other like-minded professionals from a broad industry base and level of seniority.
Something most networking groups and trade associations have learned is to hold their events over a meal period.  After all, you have got to eat!  It becomes much easier to commit to a meeting if it is around breakfast or lunch when you are already scheduled to take a break.  Alumni events are generally held during off hours and geared to social settings, like game watch parties or possibly charitable outreach.  If these groups are part of a National Organization you should make contact with chapters in other cities where you may be working.
In every one of these groups, your mission is to strengthen your network with more personal relationships.  You will have opportunities to take leadership positions which will demonstrate many of your skills, especially organization, follow-through, and public speaking.  You will also find times to speak to the group on topics within your area of expertise, further establishing your credentials.  Put these group members on your team,  working on your behalf!

You just never know where your assignments will come from, or when.  I am often surprised by the networking connection that led to a particular assignment.  The results can be so unpredictable.  Bottom line, you must be in the game, which means developing personal connections, in person!

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Jim Weber

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Breaking the Feast or Famine Cycle, Part 2

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.

Sounds easy enough, right?  The idea of networking and making new friends without cold calling, but how do I do that?  Most freelancers I know are using LinkedIn, which is an excellent place to start.  Make sure your profile is complete and fully describes your services.   This simple point is so often neglected.  Many LinkedIn users have incomplete profiles which tends to work against their goals.  Spend the extra money to have a paid subscription.  The added benefits will be very useful, especially the ease of direct contact to prospects, and the search engine optimization feature.  When I perform a Google search of my name or brand name, my LinkedIn page shows up before my website.  This LinkedIn benefit  makes it easier for people to find you.  Generate more exposure and contacts by participating in LinkedIn groups that parallel your interests.  Another small but often over-looked technique is to place a link to your LinkedIn page in all of your correspondence, usually in the signature section.  Simple, right?

Speaking of websites, you need one of those too!  But, don’t go out and pay big-bucks to a web designer.  There are many hosting services like Go-Daddy or Web.com that offer affordable rates for template-driven, do-it-yourself websites.  The important point about LikedIn and your website is to use both as communication vehicles to your network, a/k/a your Business Development Team.  Let people know what you are working on; new assignments you have landed; and assignments you have completed.  I learned the last technique from Wall-Street Merchant Bankers.  I cannot begin to tell you how many new searches I have signed from this simple tactic.  

When I began my business, internet marketing was in its infancy.  I began using email blasts to keep my network and prospects up to date on my work.  I would even profile interesting candidates.  It was an excellent way to generate interest and new business.   To become more efficient and effective, I have migrated over to Constant Contact to help manage my email marking efforts.  I use Mail Chimp to support similar efforts in my role as Vice President for my Alumni Chapter.  Today there is a vast array of tools to use, including Face Book, Twitter, and Blogs to help promote your brand.  These are low cost ways to grow your network by communicating the benefits of your brand.  They allow you to remind people that you are still in business, that you are landing new contracts and that you are successfully completing your work.  These tools help keep your brand top-of-mind so that when the need arises your clients and prospects know to call you.  You must use them however, by budgeting time to talk to your network.

If your clients are agreeable, identify them alongside your completed contracts.  Ask then for references and referrals.  This is the time-tested “Band Wagon Strategy.”   When you complete an assignment, assuming it was successful, remember to ask the client for a reference and for referrals.  Put clients on your team and encourage him to support your business development efforts. This is one way to leverage your relationship.  I have a friend who refuses to even consider this technique.  He views it as an ethical violation.  Unfortunately, his business suffers frequent famines from his failure to put his clients on his team.   LinkedIn provides your clients the ability to give you recommendations.  I like to place their quotes on my brand’s website as well.  Make it easy for them by writing your own reference. They can edit to their liking and then cut and paste the reference into your LinkedIn page.  

So far, what has been discussed here has been low-cost, low-time commitment activities that will yield big results.  I am amazed that these simple techniques are not more widely used.  The number of new contacts I have made from people who have been forwarded my announcements from my primary network contacts is equally impressive.  Sometimes the responses I receive are the result of my emails that have been forwarded three or more times.  Talk about the power of networking!  Updating your network via LinkedIn/Face Book/Twitter, etc., is something that can be done before breakfast requiring minimal time.  It is a great place to start!

If you want to step it up a notch, start a blog and promote it to your network.  My blog is based on my actual experience.  I like to reach out to contacts and prospects to get their thoughts on the projects I am working and quote them in my blog.  This is a powerful twist on the Cold Call.   In fact, it is a non-threatening sales call where the prospect is more than happy to spend time offering their opinions.  Admittedly, this takes a little more time, but can be manageable if spread over a few days.  Most of my blog posts become reference material for my candidates, preparing them for the interview process.

The tools are there to use, but you must make the time to put them into effect.

In part three, we will discuss face-to-face networking strategies to help spread the word about your business.
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Breaking the Feast or Famine Cycle, Part 1


Breaking the Feast or Famine Cycle
For the past few weeks, I have been talking with marketing professionals in my network, getting background information for a consulting project I am beginning.  Many are independent consultants (freelancers) while the rest are working for major brands.   A secondary line of conversation is about the health of the economy from their vantage point.  I am particularly interested in learning about the volume of their business and how freelancers promote their services.   One common thread I hear is that the “feast or famine cycle” is still in play.

Feast or famine cycle, really?   What are you talking about, Jim?  Well, for most independent consultants or freelancers (some people even call us solo-preneurs) there is a significant gap between the end of one project and the beginning of the next.  In fact, it is quite common that there is no contract ready to execute when the current assignment ends.  This gap is the period without cash flow or famine.  When one is working on an assignment, there is total dedication to the project while lining up the next project doesn’t seem to be a priority.  This is the period when the cash flow is good, the “feast.”  Cash flow equals “feast” no cash flow equals “famine.”    This is a frustrating cycle for freelancers which often causes them to return to regular employment.   The issue is that while on an assignment they do not make time to promote their business.  They stop selling.

Most of the freelancers I talked with rely almost exclusively on word-of-mouth marketing, or WOM.  Now don’t misunderstand, I am a firm believer in WOM as it is a powerful way to build a business.  I endorse it completely, however, when you drill-down on one’s WOM efforts it is actually quite small.  When most freelancers tell me they get their contracts via WOM promotion they are actually saying that they are not actively promoting their businesses.  In fact, they are hoping their clients will say good things about them which will lead to new business.  You cannot be more passive.  Even WOM promotion must be proactively managed.

Executive search is as close to pure marketing as I have seen.  There may be better examples, like direct mail marketing or network marketing but few business seem to come close.   Everyone I talk with is either a prospective client, a prospective candidate, a referral source, or all of the above.  Everyone!  My work is all about talking to people, so every point of contact is brand building and selling in one form or another.  Even so, I still experience downtime every now and then.  Now, more than any time in history, we have powerful tools to promote our businesses as independents.  Email marketing, social media marketing; blogging; and webinars, for example, have been game changers.   So, with all of these resources, why do we still go through famines?

How does one break the feast or famine cycle?  First, let’s understand that the cause is a failure to budget time to promote your business.   When on assignment, the focus is 100% on the project to the exclusion of selling new assignments.  Most freelancers will freely admit to this.  It is natural to assume that business will fall off when the selling activity stops.  The first step to breaking the cycle is to devote a certain amount of time every week to pitch your business.  Make a commitment and put it on the calendar.  I will discuss specific selling techniques to consider later in Part 2 of this article, but the first point to remember is that promoting your business must be a regular part of your schedule.

Let’s face it, selling is not easy and for many freelancers, it is dreaded, especially dealing with the rejection that comes from pitching your product or service.  Rejection can be painful, so naturally, people will avoid the pain and devote less time to selling.  Cold calling is the worst.  Forget about it!  But we must sell to avoid the famine!

How does one sell their services if they dread the selling process and are busy working on a project?  The good news is that for most of us selling our services, we are not so much selling a product as we are building relationships.  We are not selling commodities that are easily evaluated, we are selling trust, an intangible.  The prospective client must become comfortable that we will get the job done for her and that problems will be resolved in a predictable way.  Isn’t that what solid relationships are about, really?  In effect, our sales efforts are about making friends.

If you have made it to the point where you are ready to become a freelancer you have already established many relationships, your network.  That is your principle asset base.  The goal is to leverage those relationships into business, both immediately and into the future.  It is about maintaining top-of-mind awareness for your brand that will lead to referrals to build your network and client base.  By growing and managing your network you are in fact, building a Business Development Department for your brand.  Freelancers I know have good networks which they tap during the famine.  My point is about minimizing or eliminating the famine!

Sounds easy enough, right?  I like the idea of making new friends without cold calling, and leveraging my network, but how do I do that?   I will discuss some tools and techniques in Part 2.  For now, the key point to remember is that you must budget time every week to build your brand and promote your business.

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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!