ExecuNet Executive Insider

Six-Figure Hotline: Network Past Education Bias

2012-01-31T15:03:00-05:00

By: Dave Opton

As part of ExecuNet membership, I conduct a weekly teleconference called Six-Figure Hotline where members call in to ask the questions keeping them up at night, and to gain market and trend insight from the career experts who join me in talking about issues that are important to executives today.

An ExecuNet member asked: "After over 15+ years of a successful career as a procurement specialist, considered a lobbyist/partner within the law firms where I was affiliated in DC, I am changing careers to business development and want to work in-house. Although I have worked with corporate CEOs, Presidents and Emirs, I find that my lack of formal education stops my application when it hits HR. I'm frustrated because in my field it's about delivery and not about your degree. How do I overcome this challenge?"

Here's how I responded:
I would suggest that one of the major sources for the frustration here is due to the fact that you are trying to fight your way through a bias that has been around for a long, long time. As we all know, there are biases on age, sex, race, religion, industry specific experience, and any number of others. The education bias is but another. How many times do we see ads that say a degree is must when we all know that there are literally millions of folks who have been very successful across almost any business segment you want to name who never graduated high school much less college? Indeed lots of them have been far more successful than people with Ivy League MBAs. Bottom line, it is what it is, and as a candidate 50 percent of the battle is to be aware that it's there.

As with anything like this, you are probably going to run into a spectrum of people. Some whose minds are simply closed to the notion that even with no degree your track record speaks for itself, and on the other end, people who really don't care about anything other than what you can do to help them overcome their problem. Most are going to be somewhere in between — biased but willing to listen.

So what can you do to help make them listen? Research and network. In other words, answering an ad is probably a lost cause because they are going to screen you out based on paperwork and you'll never get the chance to influence them. Networking your way into a target organization, however, is a different story. You are going to be there because they have some interest in what you have to say, because they already know that you have some experience that may help them solve a particular issue. More often than not, the pain they are feeling around something probably hasn't even made its way to a job description yet.

I would develop a very specific target list of organizations, research the heck out of them, and then expand your network until you can get in to talk to someone about the issues that your experience can help them solve.

Does Your Brain Need an Upgrade?

2012-01-27T15:32:00-05:00

By: Robyn Greenspan

"Nothing is more important for our career success than making great people decisions," said Claudio Fernández-Aráoz, author of Great People Decisions at the 2011 World Business Forum, where ExecuNet exclusively reported. When he surveyed which of the thousands of business leaders in the audience were formally trained in this selection process, very few raised their hands.

But, Fernández-Aráoz told a small, invited audience at a separate "Unplugged" event at the World Business Forum, "We choose people using an 'old brain,' which is like an old computer that needs an upgrade." That "old brain," he said, uses the wrong criteria for hiring. "We look for similarity but we need diversity of skills when he hire."

Rather than evaluate candidates by experience and intelligence, Fernández-Aráoz explained that emotional intelligence (EQ) is a better predictor of management performance. According to recruiter David Perry, managing director of Perry-Martel International and author of Guerrilla Marketing for Job Hunters, there are five key ideals that help hiring managers identify candidates' EQ levels.

Self-concept: Is the candidate's concept of self healthy and strong enough to navigate treacherous waters intuitively, as well as develop and motivate staff as though the staff developed the ideas themselves?
Persistence: Is the candidate an assertive individual who will drive programs to successful fruition? Is the professional highly self-motivated or an order-taker in disguise?
Empathy: Does the candidate have the ability to connect with employees and customers?
Commitment: Is there a demonstrated willingness to make a substantial personal commitment of time to the people in the business?
Defendable values: Does the candidate by dint of personal style and experience establish a core philosophy of operation (a value set) and organizational culture that will promote the desired results?

As any leader recognizes, putting the right candidate in the right seat is just one stop on the talent management bus. Continued motivation and professional development will likely reveal hidden employee skills, so it is critical to have the open dialogue and flexibility to enable fish to swim and tree-climbers to climb.

If you found this article helpful, leave a comment and also share it with others.

Ben Zander Shares His 6 Secrets to Success

2012-01-23T14:50:00-05:00

By: Robyn Greenspan

I wish that I were effectively able to convey to you what a roomful of Ben Zander energy feels like. I wish I could have you hear him lead thousands of executives to sing happy birthday to a complete stranger or Ode to Joy in German. I wish you could see 350 hungry business leaders let their lunches grow cold as they sat transfixed and hanging onto his words.

That was the spirit at the 2011 World Business Forum, where ExecuNet exclusively reported, and where the conductor of the Boston Philharmonic spent upwards of two hours presenting in a hangar-like space at the Javits Center, and separately at a private VIP luncheon. While I can't share the complete experience with you, I can impart Zander's secrets to success, which I hope helps guide you toward your business goals.

Visualize your role as a leader, not as the central figure of control, but getting players to explore the possibilities. When you make a mistake, or others do, respond with "How fascinating!" and don't place blame.
Opportunities always lie in reframing the question and examining the assumptions you and your teammates are taking for granted and don't realize you are making. Anyone in the organization can identify and challenge assumptions, so get started today and engage in the exploration.
You'll never live a full life complaining. Today's reality often seems fixed with strong competition and grim goals. Take the perspective of "what if" and "what's next" and never lose sight of the broader vision.
Distinguish the "downward spiral" from "radiating possibilities," reliably and consistently. When things are defined as WIN/LOSE you constrain possibilities.
The secret to life is "all is invented" and "all is in the perception and framed in your perspective."
Remember Rule #6 (when others are overcome by problems): "Don't take yourself so seriously." Essentially, turn everything to a positive and never complain, and you will stay closer to the track that will open possibilities. Tension never releases possibilities.

If you found this article helpful, leave a comment and also share it with others.

It’s Okay to Act Your Age

2012-01-19T14:40:00-05:00

By: Robyn Greenspan

I'm a few months behind reading the New York Times Magazine, so I only recently saw the September 8th issue with the article about the ironworkers rebuilding the World Trade Center.

One of my favorite childhood memories was of my father taking me to his job as a union plumber during the construction of the World Trade Center in the early 70s. The buildings were so unfinished that we rode the freight elevator to the top where it was nothing but steel beams and rough flooring — the windows had not yet been installed.

As we stood there, so high up, a cloud drifted through the building, enveloping us in whiteness. I remember being scared, so he just tightly held my hand until it passed.

He was only about 30 at the time he had this job up in the clouds, where he came home physically exhausted and achingly sore; therefore, I found it especially surprising seeing the ages of many of the ironworkers in the pictures for the recent NYT article. At the top of these beams stand men who are 51, 48 and 46, which makes it seem age discrimination hasn't reached their heights.

That's little comfort for many of our members of the same age and older who face difficulty getting C-suite doors to open. As we pointed out in a recent Fortune article: "ExecuNet's research shows, for example, that a vice president over age 50 takes 20 percent longer to get hired than a 41-to-45-year-old job seeker at the same level."

Experts recommend embracing your age and using it to your benefit. Executive coach Jean Walker says, "It took this long to get this good!" and she is a pro at helping over-50 executives positively position themselves for today's marketplace.

Walker has 12 rules for a successful search that you can find when you click here to download ExecuNet's special report Gray Matters: Experienced Executives Gaining the Edge, previously available to members only. Read it and let us know what you think.

When You’re Very Young

2012-01-17T14:30:00-05:00

By: Anthony Vlahos

When you're very young:

You wonder, "What exciting thing is going to happen today?"
You experiment.
You LOOK.
You imagine.
You learn.
You play.
You share.
You make friends.
You're curious.
You're joyous.
You change.
You grow.
You're a fanatic about your loves.
You're brimming with crazy energy.
The world hasn't shown you how to corral the thing and be normal.

When you're young to something:

You're burning to be great at it.
You have a vision that's beyond your station.
There is always a next thing you want to get great at.
You raise new questions and new possibilities.
You take on old problems from a new angle.
Nothing is "impossible" and it's never "too late."
You don't know exactly your future, but you want to be great at it and make a mark.
Your courage to fulfill your vision comes from passion, not position.
You chase after the beauty of the thing: The love of getting it beautiful is where it's at ... it's a personal devotion.

Leaders in a new role are this way. The best ones are, anyway. A brand that's new to the market and beginning to add meaning to people's lives is the same way, too.

You become old to something when you:

Say "Can't" a lot.
Hear "No."
Spend your day wondering "How little can I do?"
Spend your time telling it like it used to be.
Believe that tomorrow will be just like today.
No longer choose the cereal for the toy surprise in the box.
Lose the urge to throw the occasional curveball.
Convince yourself it's too late to learn.
Convince yourself you have nothing new to teach anyone.
Forget all the other ages you've been.

Staying old (to your craft, or position, or organization) when you know you shouldn't is the easy choice. And its only reward is that it's easy. Challenging your resistance to become young again is hard. It takes planning, persistence, sacrifice and courage. And love: love of the challenge, love of the work and the joyous possibility of becoming young to something once more.

Do You Know Where Your Career Plan Is?

2012-01-13T14:07:00-05:00

By: Robyn Greenspan

Whether you are in active job search or just keeping your options open, it's important to have a map for where you want to go. If you are employed and your New Year's resolution was to get a new job, you should visualize where you will be in the summer, as recent ExecuNet research with recruiters revealed that it takes, on average, seven months to transition.

But where to start? That's one of the most common questions we get at ExecuNet. At the executive level, you're less likely to find your next job by going online and sending out résumés; just a fraction of $200K positions are publicly posted anyway.

The key to effective job search is to envision it like any other high-level professional project, and use the same skill set that made you successful to reach that goal. If you're ready to embark on a new career campaign, here's how today's C-level executive can correlate what they know into a job search plan:

Set the strategy. Be introspective and really clear about your strengths, what you like to do and the best environment for you to succeed. Too often, job seekers let external influences drive their career instead of proactively carving out their own futures.
Find the right external partners. Target the companies and find the connections. Once you know what you can do, find the place where you can best perform the work, and the individuals who can help you get in the doorway. Don't worry whether there are currently open positions; your goal is to connect with the right people in the right places.
Align the goals with the marketing messages. Walk down the aisles of a supermarket and see all the products competing for your attention. That's what candidates look like to recruiters. To get noticed, you need to quickly display what you can do and why you are better and different than your competitors. Attend the workshop webinar Re-conceptualizing the Resume: Creating Personal Marketing Materials for 2012 and Beyond to learn how to get the right attention.
Build positive PR. Become known for what you know. On the job, people look to you for your expertise. Take that same thought leadership to the communities where your market finds information and be helpful.
Be a leader. Stay motivated, positive and know when to re-assess and re-adjust.

Six-Figure Hotline: Face-to-Face Networking

2012-01-11T14:45:00-05:00

By: Dave Opton

As part of ExecuNet membership, I conduct a weekly teleconference called Six-Figure Hotline where members call in to ask the questions keeping them up at night, and to gain market and trend insight from the career experts who join me in talking about issues that are important to executives today.

In a recent teleconference in which John O'Connor, an executive career coach and ExecuNet meeting facilitator joined me, a caller asked, "What can one expect at an ExecuNet networking meeting?"

At ExecuNet, we have found in our more than 20 years of connecting business leaders that about 70 percent of executive positions are found through networking, so it's no surprise that networking is a key component of ExecuNet membership. In fact, last year we redesigned our website with what we call "The Social Media Platform" to allow our members to interact with each other more effectively. We also have a great deal of networking related content and programs. Here's our reply to the caller:

Some meetings have speakers and some don't. All meetings have a facilitator and a structured time to aid those who need some help networking. Attendees should arrive ready to speak in front of the group for two minutes — telling who you are, what kinds of problems you can solve, how you can help the people in the room, and how the group can help you.

Go to networking meetings with a "go-to-give" mindset. Those who are looking to help others are the ones who are quickest to get helped. Make it your goal to help others and follow through on what you promise, and you'll discover you have a network of people who want to help you.

Write down your goals and have target companies. In order for others to help you they need to know exactly what it is you want, what you can do and where you are interested in going. Make it easy for them to help you.

Be open to new networking contacts who are not in your field. It's usually not someone from your A-list who end ups helping you make the connection to your next opportunity. Make sure you spend the time to actually build relationships because that's when people become willing to share their contacts. People don't want to risk their reputation until they feel a level of trust. The people who are most motivated to attend a face-to-face networking event are in transition, but don't concern yourself with employment status. It's about building relationships and helping each other. It's not a scavenger hunt for business cards.

ExecuNet networking events are located around the country and Canada and open to anyone.

Jobs Report Shines at Year’s End

2012-01-09T15:03:00-05:00

By: Mark Anderson

Last month, we reported the significant upswing in our exclusive Recruiter Confidence Index, a trajectory that began in October. For the last nine years, this index has been a leading indicator for the economy and for executive hiring, and Friday's job report reinforced how strongly this indicator has led.

Consistent with what recruiters pointed to in September, and in a big way in our December survey, the employment picture continues to brighten.

Non-farm jobs added in December totaled 200,000 (up from 100,000 jobs added in November) and the private sector added 212,000 jobs; the unemployment rate dipped to 8.5 percent (down 0.1 percent from November).

This release was above economist expectations of an increase of 155,000 jobs and an unemployment rate of 8.7 percent.

The industry sectors showing the strongest growth in jobs related to increased consumer spending were transportation, warehousing (think FedEx, etc) and retail sectors, along with the typically sound healthcare sector.

The manufacturing sector also showed strength — something we had seen earlier last year. The average workweek increased, as did average hourly wages, so there were signs of the rebound across the board.

Revisions for the last two months showed an increase of 12,000 jobs for October and a decline in November of 20,000 jobs, so these adjustments did not signal any change in the overall picture of the growth in jobs in the last three months or since the early summer bottom.

Economists generally believe that the US needs to add more than 125,000 jobs a month just to keep up with population growth. Except for May and June of last year, the economy was mostly at those levels for the last 11 months.

A New Career for the New Year?

2012-01-05T18:59:00-05:00

By: Robyn Greenspan

The close of one year and the beginning of another is typically a time of assessment: analyzing what you've done and determining where you'd next like to be. That evaluation can be in the form of deep thinking and looking inside oneself or standardized assessments that scientifically measure strengths and talents, and can reveal potential new career directions.

To help set your career direction for 2012, start by asking yourself these questions:

What are you proud of having completed?
What was the most meaningful to you about your work and your community affiliations?
What proof do you have of these accomplishments — are they measurable?

For more tips on how to examine the true state of your career, click here to download ExecuNet's special report: A New Career for the New Year?, previously available to members only, and let us know what you think.

Top 11 for 2011

2011-12-30T15:03:00-05:00

By: Robyn Greenspan

Thank you to everyone who read, commented, visited and shared content from Executive Insider this last year. Much of what we publish here comes from information gleaned inside our membership, with experts who interact in our executive communities, on-site at exclusive events, and the ongoing conversations we have with professionals like you.

We're pleased you continue to find value in this executive-level career and business insight; here are the articles that were the most read in 2011:

11. First We Kiss
ExecuNet CMO Tony Vlahos correlates courtship to the intimate relationship brands must form to create loyal consumers.

10. Reading Between the Lines
When a candidate says, "I would change positions for the right opportunity" or "I'd rather not talk about salary yet" a recruiter may hear something different. We take some of the most common phrases said at job interviews and translate them for you.

9.10 Lessons on Coming out of a Slump
ExecuNet Vice President, CFO and die-hard Yankee fan Maggie Pisani looked to Derek Jeter's temporary decline in performance in May and found some motivational lessons. Could that be the pep talk he needed to deliver his 3,000th hit a few months later?

8. Have You Heard the One About the First-Time CEO?
Who better to learn what to do in the corner office from than those who have been there, done that? The experiential advice that comes from peers can often enlighten and help solve real-world problems that research, case studies and experts don't address. Download the white paper of collective wisdom that ExecuNet members in the General Management Roundtable gave to this first-timer who needed to hit the ground running on company growth plans and funding.

7. More than Happy Feet
Zappos' CEO Tony Hsieh believes that when a company stands firm on its core values, good things like employee retention and revenue goals follow. In this exclusive report from the 2011 World Innovation Forum, Hsieh shares the 10 principles that drive the culture at Zappos.

6. Ask a Poet What Makes a Great Leader
Iambic pentameter and rhyming couplets may seem out of place in the C-suite, but ExecuNet CMO Tony Vlahos explains how art can inform the science of business. Judging from the plethora of reader comments, many others agree.

5. 10 Tips for Texting or Talking
Think you've mastered the art of small talk? Now try really small talk in 140 characters and short status updates. In this increasingly digital world, some universal communication rules still apply. However, it's important to maintain a balance between face-to-face and thumb-to-thumb.

4. Don't Expect a Recruiter to Meet Your Needs
Nick Corcodilos of "Ask the Headhunter" fame tells it like it is and shares the inside scoop on the right people who can connect job seekers to opportunity.

3. Cultural Intelligence: How a High CQ Can Help You Land Your Dream Job!
Even if your role keeps you in one place, you'll have the competitive advantage if you can understand, motivate and lead in culturally diverse settings. Dr. David Livermore, author of Leading with Cultural Intelligence: The New Secret to Success, connects how this seminal research on cultural intelligence has implications for business management and career advancement.

2. What You Said: Leadership
Here's how you collectively visualized leadership, as well as the words you associated with recent professional and economic challenges.

And the most popular blog post for 2011 is...

1. Screaming
Leadership may feel like a roller coaster; it could even make you — and your colleagues — want to scream. This post proves it all true — but in a good way.

It's not too late to add your own voices and opinions to these posts, and others you'll find on the site pertaining to executive business success, career advancement, leadership or job search issues.

On behalf of everyone at ExecuNet, we wish you a happy and fulfilling 2012!

Executive Job Creation Picked up in December

2011-12-29T16:41:00-05:00

By: Joseph Daniel McCool

The number of employers expecting to recruit for senior-executive roles over the next six months is higher than the number of employers planning to shed management jobs during the same time, according to the results of an ExecuNet December survey of 126 executive recruiters.

Confidence in the Executive Employment Market — Next 6 Months

In December, ExecuNet's benchmark Executive Job Creation Index gained ground, which compares the number of companies expected to add executive positions over the next six months versus those planning to downsize their management teams or delay filling vacant management roles, registered a +18 reading in December, up 12 points from November.

"Companies are beginning to hire for growth again, and that's evident in plans to add top executives capable of pursuing new opportunities and building high performance teams around them," said Mark M. Anderson, president and chief economist of ExecuNet.

"Nearly one in four companies are expected to hire for new management roles in the next six months, and more than half are recruiting to upgrade talent in existing roles. Executive recruiters are expecting to take on more search assignments in the next six months, and we believe that's going to usher in good news for unemployed and transition-minded executives at least for the first half of the new year," Anderson added.

Executive Recruiters Enter 2012 Confident in Management Jobs Market

2011-12-27T13:01:00-05:00

By: Joseph Daniel McCool

Executive recruiters enter the new year more confident in the growth potential for the executive employment market than they've been since mid-2011.

In December, ExecuNet's benchmark Recruiter Confidence Index revealed that 55 percent of 126 executive search firm respondents are "confident" or "very confident" the executive employment market will improve over the next six months, up 13 points from November.

Confidence in the Executive Employment Market — Next 6 Months

"We're seeing a real rebound in recruiter confidence, and along with other research indicators such as executive job creation, we're eager to track these leading indicators of economic expansion to determine if they're sustainable through the first quarter of 2012," said Mark M. Anderson, president and chief economist of ExecuNet.

Introduced in May 2003, ExecuNet's Recruiter Confidence Index is based on a monthly survey of executive search firms and recognized as a leading indicator for the economy and the executive job market. A reading at 50 percent or above indicates recruiters are "confident" or "very confident" the number of executive search assignments launched by employers in the next six months will increase.

"As we enter the new year, this register of confidence among executive recruiters is really good news," Anderson added, "because it provides reason for hope and optimism that more employers are getting on with the business of growing their organizations, and that portends good things for the management employment market."

Gift Yourself a New Job

2011-12-22T13:58:00-05:00

By: Robyn Greenspan

Job seekers mistakenly slow down their searches toward year-end, but there is still hiring activity for companies that have talent needs. Further, networking and career planning are not seasonal events, and holiday parties are good opportunities to learn who's doing what where. (Keep the résumé at home when socializing!)

As you head into 2012, Mark James, president of Hire Consulting Services LLC and ExecuNet networking meeting facilitator, offers the following suggestions to create a solid new year strategy:

Update your résumé and cover letters.
Research 30 to 60 new target companies in your industry.
Contact 20 new recruiters who specialize in your discipline and industry.
Conduct salary research to determine your worth.
Rediscover your competencies, skills and behaviors through comprehensive assessments.
Improve your interviewing and salary negotiation skills.
Consider hiring a professional career coach.
Start a new diet and exercise regimen.

For more tips that you can use any time of year, click here to download ExecuNet's special report: Why Job Hunting Shouldn�t Take a Holiday, previously available to members only, and let us know what you think.

The Secret to Happiness

2011-12-21T13:58:00-05:00

By: Robyn Greenspan

Recently, I visited a naturopathic doctor with a friend who received an acupuncture treatment. Despite a phobia to needles, I was curious to try it and challenged myself to overcome the fear. Before I could brace myself for the imagined pain, the doctor stuck one of the needles in the top of my head.

It didn't hurt, just felt a little tingly. When I asked why she chose the top of my head, she said that's a place for happiness.

How easy would it be to poke the top of one's head (without a pin) every time happiness ebbed? Positive psychology expert Tal Ben-Shahar proposed one solution at the 2011 World Business Forum: The key to happiness is to focus on what works. But, there are two powerful forces that make it nearly impossible to keep an eye on the positive:

Ben-Shahar said most business leaders are "problem-solvers" with a natural tendency to identify a problem or obstacle, and then analyze the causes or what has gone wrong.
Author and executive coach Russell Bishop reminds in his book, Workarounds that Work, that our earliest test scores accentuated how many answers were wrong. For example, 44 right in a 50-question test would be typically marked, "-6."

So, how does a problem-solving leader, indoctrinated at an early age to look at what's wrong, positively motivate teams? Ben-Shahar suggests reframing problems into an opportunity to ask the right questions. Instead of analyzing the wrongs, understand the successes and work to replicate those conditions.

"Appreciate the good, and the good appreciates," Ben-Shahar said — a fitting reminder for the holiday season.

Watch the exclusive ExecuNet interview with Tal Ben-Shahar.

Follow the Leader: Tal Ben-Shahar

2011-12-19T14:28:00-05:00

By: Joseph Daniel McCool

Author and Harvard lecturer, Tal Ben-Shahar defines happiness as the convergence of meaning and pleasure, and it's a destination business executives and the organizations can reach if they're willing to consider what makes their existence unhappy.

Success in business, for example, Ben-Shahar suggests, may lead to a temporary feeling of elation, but research shows that happiness leads to more success. Teamwork, productivity and business performance are all shaped by human emotions and how those feelings move individuals to behave a certain way.

In other words, he asserts, "Happiness pays."

In today's global economy, businesses are only as successful as the knowledge they hold and the human capital in which institutional knowledge resides. If you employ a happy workforce, you will likely get more from it.

In this interview with ExecuNet Ben-Shahar argues that business leaders must be far more attentive to their own emotions because of how those influence the morale and feelings of the people they serve.

Fixing the Game: What Capitalism Can Learn From the NFL

2011-12-16T14:49:00-05:00

By: Joseph Daniel McCool

So long as CEO and executive pay is based on stock compensation and market expectations for a stock's performance and not real performance, shareholders and employees will continue to lose out.

So argued Roger L. Martin, dean of the Rotman School of Management at the University of Toronto and author of Fixing the Game: What Capitalism Can Learn from the NFL.

Martin, who spent 13 years as a director of Monitor Company, a global strategy consulting firm and was recently recognized by the Harvard Business Review as one of the world's top 10 management thinkers, spoke to an exclusive ExecuNet program audience on aligning executive compensation to shareholder interests.

Martin said we now live in a business world in which stock compensation has created an incentive for senior managers and executives to manipulate expectations, cash-in after the stock has enjoyed a nice ride up, and then hedge their bets by selling stock positions when they can no longer meet escalating expectations.

"The only way to stop lower shareholder returns is to severely restrict and alter stock-based compensation," Martin told ExecuNet members. Rather than rewarding business leaders on the expectations market, he added, it would be better for companies to reward them based on the real market.

Basing executive compensation on real performance, Martin explained, would lead boards and their compensation committees to reward real gain in market share, real gain in customer loyalty and real return on net assets or equity.

If a board of directors is romantically attached to the expectations approach to executive compensation, Martin said, they should protect shareholder interests by not allowing stock grants to vest until three years after the executive leaves or retires.

Another way to align shareholder and executive interests would be to give the CEO only one stock grant when he takes over the job, versus the kind of annual grants whose strike prices can be manipulated to reward the executive in the short-term.

Follow the Leader: Bill George (2 of 2)

2011-12-14T14:21:00-05:00

By: Joseph Daniel McCool

In an exclusive interview with ExecuNet, former Medtronic Chairman and CEO Bill George shares his perspectives on the intersection between authentic leadership, which he has championed, and Servant Leadership.

Recalling how the Servant Leadership model was created by AT&T executive Robert Greenleaf, George reminds today's business leaders that in order to get the most of themselves, they must first commit to serve others.

That starts, the Harvard management professor adds, with putting the needs of customers ahead of all others — including shareholders. Putting the customer experience at the center of your true north goal setting, George says, is not only the smart thing to do in the short-term and over the long haul, but also the right thing to do for the enterprise.

See part 1 of the Bill George interview.

While You Were Out…

2011-12-12T13:55:00-05:00

By: Robyn Greenspan

"Why is help so frequently not sought?" That's the question an ExecuNet member, a C-level executive in the manufacturing industry, posed to his peers in one of the business Roundtables. He noted that, in his leadership career, he would have failed countless times had he not asked for help.

"Perhaps part of the culture in this country is that failure is just not an acceptable outcome," wondered the manufacturing executive. "Certainly nobody seeks it, but the irony is that the only way to become experienced and enjoy wisdom in business is to have a healthy mix of successes and failures. We just have to minimize the impact of failure as much as possible and learn to pick it all up and proceed forward again after it does occur."

"It is true that the business culture in the US is mainly of cultivating success and emulating success by empathy (leaders emulating leaders through their life's examples)," added another member, a global IT strategy leader. "Although this brings a lot of positive energy in the organization, it also creates a big vacuum, as people seldom spend time analyzing why they fail, and even less why they won."

Further, learning from your mistakes and analyzing the real reasons why you succeeded are critical to make the success repeatable, he concluded.

Where do you often focus your attention? Reviewing mistakes to avoid making them again? Or analyzing your success so you can replicate it?

While you're thinking that over, here's some more business insight we've collected for you to help you advance in your current role, find a new one, gain expert advice and learn what's happening in the marketplace:

Most popular in November:
Have You Heard the One About the First-Time CEO?
Everyone Needs to Know What�s Going on with the CEO
The Big Amazing/Little Amazing
Executive Recruiters Offer Insights to Compete in our Challenging Economy
7 Truths of Career Success

What you may have missed:
A New Era for Executives
Follow the Leader: Bill George (1 of 2)
Follow the Leader: Tammy Erickson
Is Your New Job as Important as Your Smartphone?
Revising the Jobs Reports

The blog posts that keep on giving:
The Scam Artist All-Star List
Networking Lessons from the Frankenstein Monsters
Bury Bones in Your Own Backyard
It�s Good to Be Quiet Sometimes
Business Secrets Your Kids Won�t Learn in School

Jobs Report Shows Black Friday Brought Some Light

2011-12-07T14:02:00-05:00

By: Mark Anderson

Many economic releases last week supported the notion of continued growth for the US economy. The Purchasing Managers' Report (an indicator of a rebounding manufacturing sector) crossed into expansionary areas. The monthly jobs report showed the private sector added 140,000 new jobs and revisions from prior months continued to show strength.

But, the most important economic releases last week were the retail sales figures from Black Friday and the first holiday sales weekend. They indicated that the consumer was starting to spend — which for the economy has been the missing link for faster growth. Consumer spending makes up 70 percent of the US economy. Over the last three years, they have been deleveraging themselves. The Black Friday reports were the first sign that may be easing.

It is too early say that anything has changed in the long-term trend of slow and steady economic growth, but if this higher than expected spending by consumers continues, this is "good news" indeed.

What does this mean for executives?

With a better tone to the economy, managers need to focus on retention of top talent. With improvements in the economy and the job market, our surveys indicate that this is a major reason why executives who may have hunkered down during the recession start taking recruiters' calls.

For job seekers, it continues to say the market is opening up a bit — so maintain a positive attitude.

In any event, there still are risks to a full recovery. The European situations certainly could be a drain on world growth and those companies that are heavily invested or dependent on the European markets.

There’s a Lot More to See When You Look Up

2011-12-05T14:24:00-05:00

By: Robyn Greenspan

I took this picture at Grounds for Sculpture over the summer, which is an incredible place that I'd encourage you to visit if you are nearby. It resonated with me because, I'll admit, I'm such a gadget geek that I sometimes have my head down, pushing buttons and missing what is happening right in front of me.

My rationale is that I am capturing the moment in a picture or on Facebook or I'm looking up information that I need right now! But I have to be more conscious that it's really the experience that's meant to be savored, not the documentation.

Maybe I'm just born in the wrong generation, acting more like a Millennial trapped in a Gen Xer's body? Multi-generational expert Tammy Erickson drew definite distinctions between how different age groups think and act when she recently spoke at the 2011 World Business Forum. As an example: Boomers make dinner plans by scheduling all the details well in advance by telephone. In contrast, Generation Y texts each other in the moment or posts a message on Facebook and "requests coordinates and hone in on each other until they happen to meet at the same time and place."

There's no judgment over which communication style is better; it's just different. Where Erickson thought Boomers could learn, however, is in Generation X's approach to career planning because it is more intuitive for those in their 30s and 40s to continually add more skills and capabilities to stay marketable. She compared Boomers to "Jack and the Beanstalk" climbing up a singular stalk, while Generation Xers are busy planting lots of beanstalks.

What's your approach to long-term career planning? Are Erickson's characterizations accurate for you?

Hidden Executive Job Market Requires New Tactics and Takes Longer than Expected

2011-12-02T14:37:01-05:00

By: Joseph Daniel McCool

Mixed economic signals of late further reinforce the notion that executive job search and career transition will continue to require a thoughtful campaign of several months to achieve success.

The findings of a new survey by ExecuNet of 180 executive recruiters, reveal that currently employed business executives should expect to spend, on average, nearly seven months to find their next career opportunity, while those currently unemployed may require an average of just over 10 months to find their next senior-management job.

"The reason for this is companies are taking longer to fill positions, and many companies who have needs are not aggressively looking to fill them," says Mark Anderson, president and chief economist of ExecuNet.

Our recent survey also indicated that only about 16 percent of companies will be adding to their executive levels in the next six months, down from about 30 percent earlier this year.

Recruiters also indicated that another 51 percent of companies would be interested in upgrading their executive talent but aren't actively posting these jobs at this time. "This defines the hidden job market of today and in this more selective market, you need a thoughtful job strategy to get yourself in front of the decision-maker," says Anderson.

In November, ExecuNet's Recruiter Confidence Index reached 42 percent, rebounding from the depths of the past summer. ExecuNet's exclusive Executive Job Creation Index remains positive and also improved — but is still below those levels of earlier this year.

"If you're really thinking about making a change by the middle of next year, you've got to start planning now," says Anderson. "Whether you're employed but want to carefully pursue new career opportunities or unemployed and seeking that next executive role, you have to think now and plan now and expand your professional network now in order to connect with opportunity in 2012," he adds.

Recruiters ExecuNet surveyed recently indicated that there were five things you should do to be successful in this job market:

Become connected to industry decision-makers and influencers who will refer you. "Use your network or join a private network where you can make connections and build relationships to make this happen," says Anderson
When contacting an executive search firm, offer to be a referral resource for them in exchange for their assistance. "Give, and you will be remembered when the time comes," says Anderson
When contacting a search firm, offer to be a source of information related to your industry. "This builds 'trust,' allows you to show off your expertise, and helps you get your foot in the door," says Anderson
Maximize your online résumé and profiles with keywords and industry-specific buzzwords so it will come up in online searches. "Most candidates are found because of searches of their backgrounds, not through job postings, so don't miss the opportunity to be found by having a well developed online profile in the right peer networks that will increase your visibility," says Anderson
Respond to online job postings. "This is rated number five by recruiters because it is the least efficient," Anderson offers.

Executive Job Creation Regains Some Momentum

2011-12-01T14:16:00-05:00

By: Joseph Daniel McCool

Once again, the number of companies expecting to recruit for senior-executive roles over the next six months is higher than the number of employers planning to shed management jobs during the same time, according to the results of a recent survey of 180 executive recruiters by ExecuNet.

In November, ExecuNet's benchmark Executive Job Creation Index stayed in positive territory, with companies planning to hire executives outnumbering those planning to engage in management cutbacks.

Executive Recruiters' View of How Employers Will Manage Talent — Next 6 Months

The Index, which compares the number of companies expected to add executive positions over the next six months versus those planning to downsize their management teams or delay filling vacant management roles, registered a +6 reading in November, up five points from October.

"We're glad to see the Executive Job Creation Index data on the positive side of the ledger, and we're seeing more optimism among executive recruiters as they plan for 2012," said Mark Anderson, president and chief economist of ExecuNet. "In recent months, companies have been hiring new talent to upgrade the executive talent on their management bench. Now, more of them are thinking opportunistically about 2012 and recognizing they need to deepen their bench in order to achieve their strategic goals in the year ahead," Anderson added.

ExecuNet's Executive Job Creation Index is based on a monthly survey of executive search firms and reflects responding executive recruiters' expectations of how companies are managing their executive talent needs and whether they're adding new management roles.

A New Era for Executives

2011-11-30T14:31:00-05:00

By: Roger Martin

Whether we see the Occupy Wall Street protests as a short-term blip or a harbinger of much bigger things, the movement does make clear that a segment of the American population is angry with business — very angry. And they have a point. The 2008 credit crisis wiped billions of dollars from pensions funds, IRAs and 401Ks. More than a few Americans will have to work past retirement age to compensate for it.

What's more, that crisis wasn't a stand-alone, once-in-a-generation correction. It is part of a 30-year pattern of increasing volatility, decreasing investor returns, and ongoing bad behavior by executives. And it's getting worse. Since the turn of the 21st century, we've seen two massive value-destroying market meltdowns and a string of ethics breaches, including accounting scandals, options-backdating schemes and the subprime mortgage debacle.

But is business entirely to blame? Are we doomed to be written off as morally bankrupt and irredeemable? Thankfully, no. While it is true that we've gotten ourselves into a serious mess, I don't believe it is one created principally by innate corruption of deep incompetence. Perversely, the seemingly benign theories we've embraced to underpin our capital markets are actually producing these crises.

In my new book Fixing the Game: Bubbles, Crashes and What Capitalism Can Learn from the NFL, I argue that the reason for American capitalism's decline is our deep and abiding commitment to shareholder value maximization as the purpose of the firm. This theory has led to a massive growth in stock-based compensation for executives and to a naive and wrongheaded linking of the real market — the business of designing, making and selling things — with the expectations market — the business of trading stocks, options and complex derivatives. This tight coupling has led to a single-minded focus on the expectations market that will continue driving us from crisis to crisis — unless we change our approach.

The good news is that it is possible to take a much more thoughtful and effective approach to the intersection of the real and the expectations markets and to governance in general. We can end the destructive cycle by:

Restructuring executive compensation to focus entirely on the real market, not the expectations market — which means, yes, banning all stock-based incentive compensation, just as the NFL bans all betting on football by players in the real game.
Dramatically reducing interactions between players in the real game and those in the expectations market by, for instance, banning company guidance to analysts and eliminating the safe harbor provision of the Private Securities Litigation Reform Act.
Rethinking the meaning of board governance and role of board members, shifting their attention from maximizing shareholder value to maximizing customer-value creation.
Reining in the power of hedge funds and monopoly pension funds, eliminating the ability of pension funds to invest in hedge funds that charge both a base fee and a percentage of the upside (the famous 2&20 formula).

The Big Amazing/Little Amazing

2011-11-28T15:29:00-05:00

By: Anthony Vlahos

If there existed a business world miracle scale, one might place the resurgence of Chrysler on one end and a certain online shoe retailer that pays shipping both ways at the other.

(AT&T's wireless network playing nice with the new iPhone 4S would fall somewhere in between.)

A miracle: Something extraordinary. Contrary to the established constitution and course of things. The opposite of normalness and usualness. Something that challenges the status quo.

Expectancy is the atmosphere for miracles. So far this century expects everything:

Products that are exceptionally well designed
Customer service that's unusually responsive and attentive
Companies that are extraordinarily responsible
Bosses who promise miraculous changes and deliver
Leaders with multifaceted skill sets who drive top-line revenues and execute initiatives that will cut costs — and do it with less people and fewer resources

If you want customers to pay attention to you, recommend and commit to you ... if you expect someone to follow your lead ... be realistic: Plan for a miracle.

Miracles don't rest upon healing power coming suddenly near to us from afar. Big or little, they (un)usually come down to a single act of human initiative. One display of human endeavor, commitment and accountability. One stroke of ingenuity, courage and hard work. One act of self-sacrifice. It only takes one person to go too far and do the improbable for a miracle to occur.

Every day presents us with the big amazing/little amazing. A miracle happens when you:

Go out of your way to fix a problem.
Do what matters first, not what's convenient.
Deliver a simple act of kindness that changes someone.
Renew a relationship with a difficult business partner.
Publish a book that changes everything.
Alchemize intention into action (make the meeting work).
Invent a new feature that makes lives better.
Make a miraculous mistake — innovation flourishes when people give themselves the space to make mistakes.
Answer the phone on the first ring.
Promise to call back, and do.
Look through another's eyes for an instant.
Try something new, as opposed to the thing you're comfortable with.
Change, because what it takes to be amazing changes every day.

Your business doesn't have to believe in miracles; you only have to remember that the market demands them. And that you need to compete with companies that do.

It's when miracles don't occur that something has gone wrong.

Everyone Needs to Know What’s Going on with the CEO

2011-11-23T18:20:00-05:00

By: Robyn Greenspan

If you're a CEO, you'll want to benchmark yourself against others like you. If you're an in-role senior leader, insight into the chief executive can help you strategically focus your performance goals. For those in job search, you can better position yourself as a solution if you know the CEO's business priorities. Finally, if you recruit top talent, knowing CEOs' retention and engagement triggers can help you place your next candidate.

According to ExecuNet's research, chief executives are in a pivotal place right now, conflicted between continuing to lead their organizations back to health or turning their attentions to new opportunity.

Click here to download ExecuNet's Chief Executive Officer Briefing previously available to members only, and read more about what's on the minds of these senior-most leaders, where they are challenged, and who they think can best support their business priorities.

Follow the Leader: Bill George (1 of 2)

2011-11-21T15:57:00-05:00

By: Joseph Daniel McCool

In an exclusive interview for ExecuNet members, former Medtronic Chairman and CEO Bill George shares his perspective on getting the right management talent in the right roles, the impact of internal politics and empowering enterprise potential.

George, now a professor of management practice at Harvard Business School, believes today's global business leaders have to learn how to position people to perform up to their true potential and to their key strengths.

Organizations have a tendency to acculturate their best performers away from their authentic selves, George adds, advising that organizations would be far better served to move away from rigid policies and gravitate to more flexible arrangements with leaders who need the space to be themselves.

The benefits of moving more people and organizations away from the kind of internal politics that wastes so many resources alone would be enough to drive performance, improve productivity and help them unleash innovation in their ranks.

7 Truths of Career Success

2011-11-16T19:26:00-05:00

By: Ford Myers

1. The most qualified candidate does not necessarily get the job offer.
Many times, candidates with lesser qualifications get job offers simply because they've prepared and presented themselves in a more compelling way. They "package" themselves better, with an outstanding portfolio of career documents and oral presentation skills. The winning candidate is the one who knows how to tie his or her achievements, strengths and assets directly to the employer's needs, problems and challenges.

In a difficult employment landscape, strong qualifications and accomplishments are necessary, but not sufficient, to find a job you love and earn what you deserve. Don't be fooled into believing that the work world is a meritocracy — it's not. In the end, it's the best self-marketer who gets the job.

2. The best time to work on your career is when your job is secure.
Even if you're very happily employed today, you never know what may happen tomorrow! To avoid a career crisis, you should incorporate the concept of "Perpetual Career Management" into your professional life. This means consistently pursuing activities that you THOUGHT were only for job seekers.

Vital tasks like keeping your success stories up to date, practicing interviewing and negotiation skills, or networking regularly with professionals in your industry, should be incorporated into your routine whether the economy is good or bad — and whether you feel you need to or not.

Instead of focusing only on doing your job, you should focus on managing your career — at all times, regardless of how the economy or job market is doing!

3. Graduating from school is the beginning of your education, not the end.
In good economic times or bad, you should always look for ways to advance your industry knowledge and professional qualifications. Attending seminars, reading trade journals, pursuing certifications, etc. — these activities must be a part of your ongoing professional development process. It's imperative that every professional remain current in his or her field. No company wants to hire a candidate whose intellectual capital is stale. NOT upgrading your knowledge and skills on a continual basis is a risk you can't afford to take.

You should continually build your credentials, which will make you more attractive and marketable as a candidate — both inside your company and in "the outside world."

Plus, in a down economy, the greatest assets you have to sell are your knowledge and intellectual resources. When business gets tough, the demand for people who can think strategically and deliver tangible results goes UP, not down!

4. An employer's first offer is NEVER their best offer.
When it comes to compensation, employers expect that you've done salary research, and they anticipate having dynamic negotiations with you. In fact, they'll often be disappointed and question your candidacy if you DON'T negotiate. You might be tempted to think ANY job offer is great in a tough economy or that this is the WORST time to negotiate — but you'd be wrong.

Employers usually start with a low salary offer merely as a "trial balloon," to see how you'll react — and there's almost always room to improve on the initial compensation offer, even in a tight job market. If you don't negotiate further, I guarantee that you'll be leaving money — and possibly a whole lot more — on the table.

5. Always research and be "plugged in" to the competition.
Research and be aware of the competition — whether it be information about other companies or other professionals in your industry. Always know who they are and what they're doing. Endeavor to "know the competition better than they know themselves." This will greatly enhance your competitiveness when jobs are hard to come by, and it will allow you to jump on opportunities that others might not yet be aware of!

So "research your way to success." Read industry publications, your daily newspaper's business section, Business Week, Fortune, Forbes, The Wall Street Journal, and so on. Pay attention to other local, regional, and national sources of "business intelligence," such as web sites, newsletters, blogs, and radio or TV shows.

Connect with people, companies, and groups that you read about. The more you know about the competition, the easier it will be to land the right position in a challenging job market.

6. Networking is not as important as you think it is.
It's far more important! Put time aside every week for active networking to maintain established relationships and develop new ones — both inside and outside the company where you work.

You should always be positioned to leverage your professional and personal contacts when the need arises. So, adopt the discipline of blocking-out time on your calendar specifically for networking activities — every week, every month, and every year, for the duration of your career!

It's important to keep networking in both good economic times and bad — and to continually expand your contact database. This vital resource becomes the "backbone" of every future job search, as well as your overall career development process.

7. If YOU'RE not managing your career, nobody is!
When I speak to audiences about career management strategies, I often start by asking, "Who is responsible for managing your career?" Is it Human Resources, your manager, a recruiter, your career coach, or none of these?

In the past, when the job market was much healthier, perhaps any combination of these would have been the correct answer. But in today�s economy, the answer is clearly "none of these."

It doesn't matter what your Human Resources department says about "succession planning" or "leadership development." It doesn't matter that you have great relationships with recruiting firms. It doesn't matter if you're working with the world's best career coach. It doesn't even matter if your boss loves everything you're doing, has big plans for you, and has nothing but praise for you at every performance review.

The bottom line is that YOU, and only you, hold the keys to your career and professional future. Although there is no longer such a thing as "job security," if you take 100 percent responsibility for managing your own career, you can still develop and maintain own brand of "employment security."

Follow the Leader: Tammy Erickson

2011-11-14T14:56:00-05:00

By: Joseph Daniel McCool

In an exclusive interview for ExecuNet members at the 2011 World Business Forum, where ExecuNet exclusively reported, workforce management expert Tammy Erickson assesses how the economy has shaped the organizational experiences of multiple generations of employees and what it means for business productivity and performance.

The smartest companies, says Erickson, have been focused on workforce engagement in a challenging business environment because they understand how employees have been stretched — and stressed — and why they must remain engaged to preserve vital customer relationships and market share.

The fear that Baby Boomers will stay on in their current roles and clog the management pipeline, she says, is a valid and oft-cited concern by younger workers that won't become a problem if companies find flexible ways for Boomers to contribute real, lasting value by sharing their institutional knowledge.

Flexibility, Erickson says, will be the key for organizations to calibrate the contributions of each of the distinct generations that make up today's workforce and motivate them to maximize their work for the enterprise.

Have You Heard the One About the First-Time CEO?

2011-11-10T18:31:01-05:00

By: Robyn Greenspan

There are many different ways to present information, and we've found three approaches typically resonate with our ExecuNet members:

Benchmarks and market intelligence borne from our statistical research
Authoritative advice from vetted experts
Experiential knowledge from peer communities

When an ExecuNet member landed an opportunity at the top of the org chart, we were able to present him with data revealing CEOs' top business priorities, as well as perspectives from Board experts on what they expected from their chief executives. But the real inside information came from those he engaged in ExecuNet�s General Management Roundtable who already sat in the corner office:

"Do not hesitate to make a decision. Hesitation or being indecisive will become rampant in the organization."

"Surround yourself with trustworthy people as quickly as possible."

"All that matters when you are starting is funding. Period."

"Build a customer value analysis spreadsheet or table that succinctly quantifies the value to a potential customer."

We've collected the best advice, suggestions and tips from senior-level executives in this white paper: Lessons from Leaders: Advice for a First-Time CEO. Click here to download it with our compliments and let us know what you think.

[You'll notice that the executive who originally asked the question is now "anonymous" He was able to ask the question confidentially within our closed network but would never post it publicly online, for fear that it would be indelibly attached to his name and diminish confidence in investors and future employers.]

Is Your New Job as Important as Your Smartphone?

2011-11-09T13:10:00-05:00

By: By: Robyn Greenspan

Before buying your new Android, BlackBerry or latest iPhone, you probably will do some research. You'll check what's available through your carrier, read the expert reviews and user experiences; even visit the hardcore gadget blogs and communities. Maybe you even hashtag the model on Twitter or watch an unboxing and first-time usage on YouTube.

For some, a rave recommendation from a friend is enough to sway a purchase. After all, your smartphone is important to you. You heavily rely on it for email, texts, mobile web, and, even voice calls too. You probably almost feel incomplete (but secretly liberated) when you leave the house without it.

With all the information readily available, copious amounts of research is expected before purchasing a phone that will lock you into a two-year commitment – before buying any product or service, in fact. Yet, candidates still go into job interviews – and even accept offers – without subjecting the prospective employer, management team and culture to the same rigorous due diligence.

About 17 percent of new executive hires don't make it through their first year on the job, according to ExecuNet's Executive Job Market Intelligence Report, and the enthusiasm for a new role typically wanes after about a year. Some of that early disappointment could have been avoided had the candidate (and even the recruiter!) reached out to their own networks and beyond to learn more before saying yes.

Research Before Readiness
Gadget geeks don't wait until their current phone stops working, gets lost, suffers an unfortunate accident or the service provider contract expires to learn about their next handheld device. Neither should you wait until your company begins issuing layoffs, the economy slips or, even better, the market brims with new opportunity, for you to have a target list of potential new employers. Just as the appropriate communities are a source for information on new and emerging smartphones, so will the right networks hold key information on the companies that best meet your needs.

Through a diverse network of connections including municipal employees, realtors, tradespeople, temp workers and executives, you can learn about regional expansions, start-ups, new product developments, and other companies well in advance of broader awareness. You could get a jump on the competition if you have these companies on your target list before others are aware of their hiring needs.

Make Use of User Reviews
The next smartphone you buy is going to be the best one EVER! After all, the manufacturer's promotional material says so. But the user reviews may tell a different story, and one that is a better representation of the experience you can expect.

Company websites and job descriptions are no different than marketing copy that's going to portray the organization in the best possible way – from their perspective. While the words may be steeped in truth and the smiling employees and testimonials aren't staged, there could be another point-of-view that isn't on display, and that's what you�ll learn from your network.

If there is a company you are interested in learning more about, it's practically guaranteed there is someone you know who knows someone somewhere who can refer you to someone who works/has worked there or knows a high-ranking executive in the organization. Some short conversations (with someone other than a disgruntled employee!) could reveal a lot.

Your network is no longer limited to people you are consensually connected to anymore; you can crowdsource information by checking out the buzz on social networks about companies or Googling them to assess their online reputations.

Refer a Friend
Many of us have friends who we trust as "go-to" sources of information for different topics, an early adopter of products or an influencer in our circle of friends. You know if they bought X, they have thoroughly researched that X was the best of all the competing products. So, if this friend bought or recommended a certain model mobile phone, that alone is enough to compel us to buy the same thing.

That philosophy is also the basis for employee referral programs where companies encourage employees to refer qualified candidates for open positions. Oftentimes, if the referral gets hired, the employee gets a reward.

Most people won't refer someone for a position within their company if they aren't satisfied with their employer, feeling a sense of personal responsibility if the new hire is miserable. A full two-thirds of respondents reported in ExecuNet's Executive Job Market Intelligence Report that they would refer executives they know for positions within their company, suggesting that their networks were rich sources for talent.

The Bottom Line
We live in the era of the educated consumer, whereby most of us preface every purchase with research. According to Pew Internet & American Life Project, 58 percent of American consumers perform online research prior to purchasing a product a service – up from 49 percent in 2004. When you consider that much of this research is for low-usage (travel) or low-cost (books) items, wouldn't you say it's worth putting greater effort into researching your next job?

Revising the Jobs Reports

2011-11-08T14:33:00-05:00

By: By: Mark Anderson

What surprised me most about Friday's job and unemployment report, was not 80K+ jobs added to the economy in October, but the revisions to prior months – notably August and September.

A lot of "hoopla" was generated in August when the jobs report showed no jobs were added to the economy. The media revved up talk about a "double dip recession." Coming on the heels of the government debt negotiations, the "pessimistic frenzy" was strong.

September's jobs report looked only a little better, when its initial report estimated only 57K jobs added.

Since then, what has happened? The government has revised the August numbers twice, and now says over 100K jobs were actually added in August. In the first revisions to September, the government says over 100K+ jobs were added in that month, as well.

The chart below shows these revised numbers in the context of the last 12 months.

With perfect hindsight, we see February through April were really strong and May and June as very weak, but that the economy continues to add on average about 125K jobs per month over the last 12 months – even more in the important private jobs sector. No great shakes but nothing dire. It could be better and should it be. But slow growth is the reality, and the private sector is adding jobs at a solid, but not exceptional, rate despite media claims to the contrary.

The moral: In business or your career, "Don't jump out the window" or "uncork the champagne" based on these monthly economic releases. They often are imperfect and based on scanty information; they are only one gauge of what is going on that is often revised later.

Also, ignore the expectations game the media plays and all the hype around these release dates. The 24/7 news channels focus on "the horse race" and shorter and shorter timeframes, with more and more meaningless information. It is good for their business models and it attracts eyeballs, but it doesn't help you make good decisions too often.

The savvy executive should take a longer and more measured view and keep things in perspective. Eventually, the media will come around to that view, as it is the only one that counts.

Our mission here at ExecuNet is to keep you informed and help you keep a clear picture is going on and in store for you in business and your career. We will continue to keep you posted.

While You Were Out…

2011-11-04T14:22:00-05:00

By: By: Robyn Greenspan

"You will eliminate innovation if you require proof of an idea in advance of trying it." – Roger Martin

I've had this Roger Martin quote on my white board since I heard him speak on The Design of Business at World Innovation Forum earlier this year, as a reminder to myself and everyone who enters my office to, as I like to say, "always be in beta."

"Business innovation" was at the forefront of some of the presentations at the recent World Business Forum with corporate leaders talking about the huge risks they undertook with uncertain outcomes. As examples: CEO Howard Schultz of Starbucks closed every store in America, retraining 130,000 employees to make the best cup of coffee. And luxury clothier Burberry "flipped the traditional hierarchy" with corporate executives under age 30 on the strategic teams and the older, seasoned professionals executing their youthful vision.

Innovation is the result of creativity partnered with strong execution, as Behance CEO Scott Belsky points out in one of our featured articles this month: Is the Shower the Final Frontier for Great Ideas? Make sure to check out all the other business insight to help you advance in your current role, find a new one, gain expert advice and learn what's happening in the marketplace:

Most popular in October:

It's Good to Be Quiet Sometimes
Is the Shower the Final Frontier for Great Ideas?
Bury Bones in Your Own Backyard
Is Your CEO Using Social Media?
Are You Ready for the Third Revolution?
Innovation and the Workplace

What you may have missed:

Networking Lessons from the Frankenstein Monsters
Recruiter Confidence Improves Despite Mixed Signals on Economy
Should You Ask for a Step Back?
Jobs Report Says Growth is Slow and Steady

The blog posts that keep on giving:

Global Leaders Have Great Ideas Exclusively for You
Business Secrets Your Kids Won't Learn in School
The Scam Artist All-Star List
Uncertainty Breeds Success
The Ugly Truth about Your Looks and Job Search

Networking Lessons from the Frankenstein Monsters

2011-10-31T13:02:00-05:00

By: Robyn Greenspan

Whether he was portrayed in film or in parody, the Frankenstein monster was a man of few words: "Fire: bad; friend: good." With that limited vocabulary, it's no wonder the peasants chased him out of the village with torches.

You'll likely get a similar 21st century reaction at a networking event when you don't communicate well. You know when you're chatting with someone and they find a reason to walk away — to freshen a drink, make a call or do something more important? It's often legitimate; after all, there's limited time at many networking or business events. But if you notice a pattern of people excusing themselves from the conversation, that's your "Fire: bad; friend: good" moment.

Lesson: Re-evaluate what you're saying and how you're saying it. Tighten your message and learn how to articulate it with clarity. We live in a Twitter-esque sound bite world, so don't meander your way to the point of your story, or you'll see eyes glaze and torches flare.

The monster in Gene Wilder's Young Frankenstein began from unsophisticated beginnings too, but he stepped up his networking game. He dressed in a tux, learned to sing and dance and took center stage. Maybe he had some troubles along the way and didn't always act like a gentleman, but in the end, he wound up with a bride and reading the Wall Street Journal.

Lesson: You don't need a brain transplant to learn the networking activities of successful people. Pay attention to how they carry themselves, communicate, work a room and adapt some of those best practices and make them your own. The monster in Young Frankenstein may not have been able to sing Puttin' on the Ritz as well as the doctor who created him, but the big guy made that tap dancing solo all his own.

Herman Munster of the TV show, The Munsters, was, presumably, the most professionally successful of the monster iterations. Herman has a steady job at the funeral home, Gateman Goodbury & Graves, which is often referred to as "the Parlor," and gets positive recognition from his employer (although he got fired in an episode where he asked for a raise). He even took a driving test for a commercial license so he could get a promotion. His boss once said Herman was "one of the few people at the parlor who don't lie down on the job."

My memory and Googling skills also reveal he was a man, I mean monster, of many talents: he wrestled; became a detective; had opportunities to become a movie star and baseball player; learned to be a magician; and was in a rodeo.

Lesson: Even though he continually advanced and remained steadily employed at the Parlor, Herman kept his network diverse (vampires, werewolves and Army buddies among them) and strong, leading him to new employment options he could explore. Herman remained a lifelong learner, sharpening his skill set for his current job, while developing new abilities that could help him land a better role.

As you watch any monster-themed movies this Halloween, pay attention to the big guy's interactions with others. Dracula was charming, but the Frankenstein monster learned how to play nice with others, proving you can be a born networker or made into one.

Bury Bones in Your Own Backyard

2011-10-27T21:43:00-05:00

By: Robyn Greenspan

Relocation is a less viable option for executives and companies, as home values have decreased and job security remains shaky. Candidates would rather stay put than dislodge families, so many limit their job searches to an easily commutable geographic radius.

There are strategies to mine for local leads:

Searching job boards and online databases by geo/zip codes
Networking with friends, neighbors and attending organized, facilitated groups
Reading regional business journals, community newspapers
Joining the Chamber of Commerce

These are all great ways to identify target companies and develop some connections to those organizations, but I like to combine these activities with some deeper investigative research creating more specific targets that can be saved for a rainy day.

My travels around town and neighboring areas usually reveal companies that I never knew existed. For example, the directory in a local office building is rich with small-to-medium sized businesses and start-ups, and my natural curiosity is to learn more about them and their employees.

Do enough online research about these previously unknown companies to understand their business models and whether they may one day be a target employer for you. The "About Us" or "Management Team" pages sometimes have familiar names or ones that you can file away in your memory bank. If you isolate your research to a small enough neighborhood, you'd be surprised how often you wind up meeting one of those individuals at a local event, party, or hear a friend use their name in conversation.

When you find some viable local target companies, keep an eye on them — even if you're not ready to make a move. Set up Google alerts so you can monitor their activity and be apprised of growth opportunities that might be a perfect fit for your skills, while continually networking your way closer.

Creating encyclopedic knowledge of local businesses and their leadership teams adds to your networking capabilities too, enabling you to make referrals or share what you've learned that could help others' efforts.

If you live in a very big city or only want to work for Fortune companies or mega-brands, this backyard strategy might not be for you. But if you want to stay local, have an easy commute and maybe even come home for lunch, this could be a new approach to finding your next opportunity.

Click here to download Uncovering Opportunities in Your Own Backyard for more in-depth strategies on unearthing local opportunities. Come back to let us know what you think or if you have additional strategies that have been successful for you.

Recruiter Confidence Improves Despite Mixed Signals on Economy

2011-10-27T12:54:00-05:00

By: Joseph Daniel McCool

In October, ExecuNet's benchmark Recruiter Confidence Index revealed that 37 percent of 139 executive search firm respondents are "confident" or "very confident" the executive employment market will improve over the next six months, up five points from September.

Confidence in the Executive Employment Market — Next 6 Months

Introduced in May 2003, ExecuNet's Recruiter Confidence Index is based on a monthly survey of executive search firms and recognized as a leading indicator for the economy and the executive job market.

A reading at 50 percent or above indicates recruiters are "confident" or "very confident" the number of executive search assignments launched by employers in the next six months will increase.

Most search firms have assumed a "wait and see" approach to rebuilding their staff. In October, ExecuNet's benchmark Search Firm Hiring Index revealed that only 19 percent of 139 responding executive recruiters indicated they would be adding new professional research and consulting staff over the next three months, down one point from September.

Percentage of Executive Search Firms Planning to Hire Additional Professional Staff — Next 3 Months

The past three years have been unkind to most executive search firms, with many forced to reduce headcount to offset a significant falloff in new executive search assignments during that time. The loss of jobs across the executive search business has been felt within large, global firms to small boutique firms.

The silver lining is that nearly one-in-five executive search firms is planning to add staff, reflecting some optimism that new assignment volume will increase from the opening of new management roles, corporate approval for search assignments that have been delayed in recent months, and/or from organizations' choices to replace underperforming business leaders with new management hires.

Innovation and the Workplace

2011-10-26T14:06:00-05:00

By: Robyn Greenspan

There are many ingredients to innovation, and some of the most important are those that define the workplace — culture, mission, leadership and identity.

However, if today's employers view their workforces as static or homogenous resources to be dialed up when opportunity knocks and dialed down when the economic outlook presents unforeseen challenges, they're missing out on the potential of innovation and really failing to recognize all the segments of their employee population.

That's how training professional Jeanne Meister posited the challenge of innovation at the 2011 World Innovation Forum, where ExecuNet exclusively reported for attendees, and how companies might harness its potential if they rethink and recreate the workplace and tap into the interests of employees who, like customers, bring widely divergent work and communication habits to the market every day.

Meister, co-author of The 2020 Workplace: How Innovative Companies Attract, Develop, and Keep Tomorrow's Employees Today and founding partner of the Future Workplace consultancy, outlined three primary forces that are already shaping the 2020 workplace today:

DEMOGRAPHICS
By 2020, Meister projected, there will be five distinct generations of Americans working side by side in the workplace, and that so-called Millennials will represent almost 50 percent of the workforce. "We think age diversity is the newest type of diversity...since individuals across generations have different communication and learning styles," she said. One key consideration for professionals of all ages is that, "If you want to be engaged and employable in the workplace, we have to all adopt a millennial mindset." That means integrating many of the web-based communications behaviors of today's younger workers into your routine, in part because it will become the norm in the workplace of the future.

SOCIAL WEB
Meister believes the emerging social web that connects people and ideas and which promises so much in innovation terms can actually have a big impact on creating and unearthing internal networks inside a company. The question is whether companies can seize on these opportunities to create the right internal dynamics that will allow the social web and innovation to cross-pollinate. To pursue the potential of internal corporate networks, companies have to recognize that there are both benefits and barriers at play:

By 2020, Meister added, "Every organization will have social media literacy training. It will be as common as diversity training and sexual harassment training."

GLOBALIZATION
The number of companies on the Fortune 500 list from emerging countries continues to increase, said Meister, and the business world will have a decidedly different epicenter than it does today. The implications for global workforce managers are huge, and they are tied directly to innovation capacity.

Join Jeanne on October 28th for an exclusive ExecuNet program on preparing for the 2020 workplace.

Should You Ask for a Step Back?

2011-10-25T13:14:01-05:00

It’s Good to Be Quiet Sometimes

2011-10-21T13:24:00-05:00

By: Anthony Vlahos

Piglet sidled up to Pooh from behind."Pooh," he whispered.

"Yes, Piglet?"

"Nothing," said Piglet, taking Pooh's paw, "I just wanted to be sure of you."

* * *

As like buttons spread, it's becoming impossible to get a quiet conversation going; everybody is talking so much.

It's good to be quiet sometimes, not to talk so much, or loud, or big. Not to "Like," Tweet, comment or "digg."

Not to explain. Your real friends certainly do not need it; your friendlies probably aren't listening (and your enemies will not believe you anyway).

It's enough sometimes, isn't it, to look at a friend and for them to look at you, and for both of you to know...not anything specific really, just know. That's all you can ever ask from a friend, really.

A real friend is someone who knows all about you, and still likes (really likes) you.

Thinking has a quiet skin. When we think of great leaders, it's usually the charismatic, globally influential, courageous risk takers who spring to mind. Everyday leaders are less dramatic. Yes, the loud ones get the coverage. But the quiet ones — the ones who choose responsible, behind-the-scenes action guided by thoughtful consideration, humility and common sense, who make hundreds of small but consequential decisions daily — they get the job done.

You can figure out a lot when things get quiet. The quiet puts things where they are supposed to be.

In the quiet we come sometimes upon a moment in which we wonder, not:

How do I get 500+ LinkedIn connections?
Who do I friend next on Facebook?
Why aren't more people following me on Twitter?
How much money am I making?
Am I going to go out of business?
What does everyone think of me?

But rather:

What good am I doing?
Am I doing the right thing — for the world, my organization, my coworkers, and myself?
Am I helping someone grow?
Can I stay quiet long enough, and get out of my colleague's way long enough, to give them a platform where they can do something remarkably good?

If we remain quiet long enough, and have concentrated on these things well enough...we get to hear the quiet uproar of "done." It's the single most gratifying sound on the planet.

Is Your CEO Using Social Media?

2011-10-19T13:15:00-05:00

By: Jeanne C. Meister

If your CEO is not leveraging social media, this could change quickly as more companies increase productivity and drive higher engagement levels by using social media. According to a recent study by Social Media Insights and Trends, only 5 percent of all Fortune 500 CEOs are on Twitter. While we hear about Tony Hsieh of Zappos and Tim O'Reilly of O'Reilly Media on Twitter, they are not leading large publicly traded firms. However, there is the beginning of a movement to explore the business benefits of using these tools for the CEO and top executives of larger companies. Is your company one of the ones with a CEO on Twitter?

CEOs of FORTUNE 500 Companies Using Twitter:

Berkshire Hathaway | Warren Buffet | 1 tweets | 62,404 Followers
Costco Wholesale | James Sinegal | 1 tweets | 27 Followers
Dell Inc. | Michael Dell | 553 tweets | 18,005 Followers
Best Buy | Brian Dunn | 916 tweets | 9,859 Followers
Supervalu | Craig Herkert | 15 tweets | 73 Followers
Aetna | Mark Bertolini | 46 tweets | 279 Followers
Google** | Eric Schmidt | 48 tweets | 318,412 Followers
Motorola | Gregory Brown | 55 tweets | 162 Followers
Manpower | Jeffrey Joerres | 341 tweets | 61,583 Followers
eBay | John Donahoe | 23 tweets | 2,514 Followers
Campbell Soup | Douglas Conant | 51 tweets | 522 Followers
Fiserv | Jeffery Yabuki | 18 tweets | 191 Followers
American Family Insurance Group | Jack Salzwedel | 789 tweets | 754 Followers
Medtronic | Omar Ishrak | 3 tweets | 538 followers

If you believe that your CEO and/or team of executive leadership should start using social media, but you are unsure of how to tout the business benefits, here are my top five benefits to tout:

Instant Feedback: Your CEO can be closer to your customers and become in the process your company's CLO � i.e. Chief Listening Officer.
Idea Generation: As your CEO and/or senior executives start a dialogue with your customers, anything can happen and one consequence can be the identification of new products and service to fill voids in the marketplace. Once your CEO gets involved and starts hearing customer needs firsthand, there can be a quick turn-around to a product or service filling that need.
Cool Factor for Young Talent Millennials are savvy researchers when they are interviewing for a new job. They will be sure to check www.glassdoor.com or www.twitter.com for the nature and extent of involvement of the CEO and top executives. An involved CEO using social media can be a company's most powerful recruiting tool for top talent.
Culture Building: The 2020 workplace will be one that is more open, transparent and authentic than in the past. CEOs who get involved using the latest tools become important spokespeople for what the company values and how work gets done.
Entering the New World of Work: Blogging and Tweeting will become requirements of CEOs in the 2020 workplace, as they allot more time to being connected and interacting with current employees, potential employees, and customers and suppliers.

In addition to Twitter, chief executives have the option of writing more traditional blogs. Though, currently, Chief Executive estimates that less than 3 percent of CEOs blog in any meaningful way, there are some standout exceptions, including:

Allonhill: Sue Allon, CEO, Allonhill: Sue Allon blends the personal and business to comment on mortgage securitization, due diligence and credit risk management.
FirstRain: Penny Herscher, CEO, The Grassy Road: A CEO at Work and Play in Silicon Valley and Beyond: Penny Herscher seamlessly combines thoughtful musings about Silicon Valley business with news about adventurous life away from the office.
Forrester Research: George Colony, CEO, The Counterintuitive CEO: George Colony's goal is to assist today's company leaders in forming unique approaches to the challenges they face by focusing on technology, publishing and new media.
Hammock, Inc.: Rex Hammock, CEO, http://www.rexblog.com/: Colorful, frequently updated blog about social media, publishing and Web content by a true practitioner of the digital arts.
Makovsky + Company: Kenneth Makovsky, president, My Three Cents: The president of a large public relations agency discusses CEO reputation, media relations, crisis management and "whatever is uppermost" in his mind.
Merisant Company: Paul Block, CEO, http://paulrblock.com/: The CEO of the company that makes Equal Sweetener blogs about talent management, recruiting and strategy.
Royal Caribbean International: Adam Goldstein, President and CEO, Why Not?: Adam Goldstein blogs on all aspects of cruising, giving readers an intimate look into aspects of cruising that most guests don't see.
Saatchi & Saatchi: Kevin Roberts, CEO, KR Connect: The creativity of the CEO of one of the world's most innovative agencies is on display as he discusses all aspects of marketing, communications and design.
ExecuNet: Dave Opton, Founder and CEO, Six-Figure Learnings: The founder of the executive membership organization blogs about his lessons learned from and about six-figure leadership and executive career management.
Thomson Reuters: Tom Glocer, CEO, Tom Glocer's Blog: Tom Glocer blogs on everything from strategic issues and business ethics to the intricacies of Finnish sauna.
Zappos: Tony Hsieh, CEO, CEO and COO Blog: The mavens of customer service, Zappos CEO Tony Hsieh and COO Chris Nielsen, share a blog that gives a penetrating look into the shoe marketer's plans, challenges and insanely customer-focused culture.

Chief Executive profiled some recent successes, including Tom Glocer, CEO of Thomson Reuters, who started his blog because he was personally interested in social media and citizen journalism. As Chief Executive recounts:

There are basically two ways CEOs can learn about emerging technologies, [Glocer] says. One way is to hire a consultant or commission a study. But Glocer preferred another approach: He decided to plunge in and learn it himself. "As I experimented, I found I liked blogging," he says.

Like most CEOs, he occasionally writes internal memos to employees. But when he posted these same memos on his personal blog, Glocer was surprised by how the simple fact of posting them increased their exposure and credibility. More employees offered thoughtful comments than ever before. "I came to the conclusion that in the eyes of my associates, my thoughts can have greater legitimacy because they are hanging out there for all of the world to see," Glocer says. The blog earns added credibility because Glocer publishes all signed comments — positive and critical.

Glocer doesn't believe every CEO is cut out to have a personal blog. He suggests CEOs ask themselves if they are comfortable writing their own staff announcements, news releases, etc. "If you find the act of writing short messages a burden, then you probably shouldn't take on a blog because it will be painfully obvious to everyone that you're not having fun."

"As more CEOs see the power of social media to build brands, increase innovation and communication, then we'll start making progress" for the business case of social media. Regardless, this is not a fad and is not going away any time soon. Start now to begin a dialogue on how using social media will increase business performance in 2012.

Join Jeanne on October 28th for an exclusive ExecuNet program on preparing for the 2020 workplace.

Are You Ready for the Third Revolution?

2011-10-17T13:35:00-05:00

By: Robyn Greenspan

David Armano is on the front lines of what he sees as the "third revolution." The first, the executive vice president of global Innovation and integration at Edelman Digital said, was broadcast; the second: broadband. We're now engaged in the third revolution, which is social, whereby the main distinction is computers being replaced by people.

Armano told a small invited audience during an intimate "unplugged" setting at the 2011 World Business Forum, where ExecuNet exclusively reported, that February 12, 2006 was a pivotal day for him. He published a blog and began connecting.

"I plugged into conversations and became an active participant. In less than a year, I was in BusinessWeek twice even though I had never publicly written before," said Armano.

The web democratizes content and, as an example, Armano told of a white paper he wrote on behalf of his former company that they didn't find worthy of publishing. Armano independently posted it on the web and found it was well-received.

"All business is now personal," said Armano, concluding that the relationship readers had with him contributed to the positive response they had to his white paper.

Armano also gave the example of how influence spreads in how he was able to leverage his network to raise $12,000 in 24 hours for a family with special needs. Networks of people trusted him enough to advocate on his behalf and contribute money to strangers.

To rise above all the "noise" that's online now, Armano recommended we build our own filters, like Google Circles or using infographics to visually communicate information and capture attention.

Bringing your brand online — whether it's personal, product or corporate — always requires a strategy, as there is a distinction between "digital" and "social." Digital is another channel while social requires care and interaction.

"Don't start a Facebook page if you are not ready for criticism or feedback," said Armano.

Is the Shower the Final Frontier for Great Ideas?

2011-10-13T19:23:00-05:00

By: Robyn Greenspan

There are few places left to escape the growing mountain of obstacles that prevent great ideas from being created, and even more roadblocks impeding their execution. Scott Belsky, CEO of Behance and author of Making Ideas Happen, said creative people have to find "windows of non-stimulation" to focus on thinking, research and implications on strategy.

In an intimate "unplugged" setting among a smaller invited audience at the 2011 World Business Forum, where ExecuNet exclusively reported, Belsky said "The more creative we are, the more unlikely we are to take ideas to completion," that we're suffering from "idea to idea syndrome."

The gravitational force of daily activities, project management, an overflowing inbox, the distraction of TV, waning enthusiasm and lack of accountability are among the killers of great ideas. Moreover, poor corporate leadership stymies ideation and demotivates creative talent.

"People leave companies because they didn't feel fully utilized and their skills are not fully leveraged," Belsky pointed out.

So, how to make ideas actually happen? Belsky cites three drivers:

Good organization
Communal forces
The leadership capability to keep teams engaged

A strong organization is a competitive advantage, and Belsky found the best practice is DIY — do-it-yourself — where individuals have their own systems of doing things that work for them. There was a consistent bias, he found, toward action in meetings, with an abundance of verbs and a near-bankruptcy on notes.

Belsky related a system Harvey Weinstein, the filmmaker, uses, where his assistants take notes in black ink, verbs in red. At the end of the day, all the red should be crossed out because they were actions that should have been taken.

There are typically three categories of people found in organizations, and it's incumbent to have the right balance for successful idea execution:

Dreamers: They jump from idea to idea and wonder what new things are next.
Doers: The "Debbie Downers" who are happy when there is nothing new to do.
Incrementalists: They rotate from dreamer to doer.

"You have to build an immune system on your team that has both," said Belsky because new ideas need to be killed when they can't be sustained. "Dreamers love hiring dreamers, but those aren't the people who make ideas happen."

Doers help mitigate the risk, but dreamers have to sometimes independently follow their vision. "If everyone thinks you're crazy, you either are crazy or you are onto something."

"Nothing extraordinary is ever achieved through ordinary means."

Jobs Report Says Growth is Slow and Steady

2011-10-11T17:22:00-05:00

By: Mark Anderson

The Labor Department reported last Friday that employers added 103,000 jobs in September. Hiring was stronger than expected and well above consensus and upper range estimates. With 34,000 jobs lost in federal and state governments, private sector hiring increased jobs by a solid +137,000.

With positive revisions to the previous July release (going from +85,000 to +127,000 jobs) and the August release (going from 0 to +57,000 jobs added), there was further good news and strength in the employment situation — though unemployment remained unchanged at 9.1%.

Despite this positive news, the overall slow growth picture was not shattered, and the risks to the downside only slightly reduced.

The numbers in September were improved by 45,000 striking Verizon workers returning to work, but August was lower by the same degree. As a result, the overall picture continues at a little over 100,000 private sector jobs added each month this year.

Pockets of growth continued with the strongest areas being healthcare, business and professional services, construction and information/technology. Manufacturing showed a slight decline.

In talking to members and prospects, the "good news" in this report for job seekers or recruiters is that there continues to be growth in jobs in the private sector, though it remains slow and steady. There are also pockets of strength. Amidst all the weakening economic news of late, that is a plus. With little short-term or long-term action coming from Washington, the European debt crisis continuing and slowing world economic growth, there is little to shake this trend in the near term.

Recruiter Confidence Slides on Economic Volatility

2011-10-10T13:28:00-05:00

By: Joseph Daniel McCool

In September, ExecuNet's benchmark Recruiter Confidence Index revealed that 32 percent of executive search firm respondents are "confident" or "very confident" the executive employment market will improve over the next six months, down four points from August. The percent of recruiters who were "not confident" the market would improve moved to historically high levels of 20 percent.

"Our latest data suggests savvy executives who think a career move may be in the cards as well as those already engaged actively in management job search should be cultivating their professional networks because it could be a longer process than they expect," says Mark M. Anderson, president and chief economist of ExecuNet. "The economy certainly isn't doing them any favors, but opportunity favors those who know what it takes to influence the hidden job market because the most attractive executive leadership roles aren't publicly advertised online or in print."

Confidence in the Executive Employment Market — Next 6 Months

Introduced in May 2003, ExecuNet's Recruiter Confidence Index is based on a monthly survey of executive search firms and widely recognized as a leading indicator for the economy and the executive job market.

A reading at 50 percent or above indicates recruiters are "confident" or "very confident" the number of executive search assignments launched by employers in the next six months will increase.

While You Were Out…

2011-10-07T13:48:00-05:00

By: Robyn Greenspan

A friend of mine who worked in corporate roles followed his passion a few years ago and went to cooking school. Shortly after graduating, he left the cubicles for the kitchen but couldn't really connect with the right opportunity.

About six months ago, he was hired for a position that perfectly combined his showmanship and love of food teaching cooking classes and doing new product demonstrations. He'd be perfectly happy if he wasn't so stressed about the salary reduction he incurred when he dropped out of the corporate world.

Author and career expert Beverly Kaye said at an event where I saw her present last week that you "can't be fully satisfied in life if you don't love what you do," but how can you be satisfied and love what you do when that's not enough to pay the bills?

The answer is: Financial insecurity can be a temporary condition, but your passion can be fueled indefinitely. My friend's love of cooking will drive him to find a good financial solution, but no amount of money could make him passionate about sitting at a desk and staring at a computer.

What do you think? Could lack of money cause your passion to wane? Could a hefty paycheck keep you tied to a job you can't endure?

While you're thinking that over, here's some more business insight we've collected for you to help you advance in your current role, find a new one, gain expert advice and learn what's happening in the marketplace:

Most popular in September:
Business Secrets Your Kids Won�t Learn in School
You�re Teleworking. Are You Camera-Ready?
The Ugly Truth about Your Looks and Job Search
Global Leaders Have Great Ideas Exclusively for You
Opening Innovation, Creating Opportunity

What you may have missed:
This is Getting to be a Drag
Scientists, Designers and their Role in Innovation
Six-Figure Hotline: Résumé Version Control
Creativity and Motivation: What Fuels Talent Today

The blog posts that keep on giving:
The Scam Artist All-Star List
Chief Eccentric Officer
Uncertainty Breeds Success
What You Said: Leadership
The Power of Innovation and Passion
Don't Expect a Recruiter to Meet Your Needs

Management Hiring Activity Continues Despite Decline in Recruiter Confidence

2011-10-03T13:31:00-05:00

By: Joseph Daniel McCool

Despite slowing overall economic signals, not many companies are indicating they expect to lay off executives in the next six months, and there remain pockets of hiring at the executive level — though hiring has clearly slowed from earlier in the year. Meanwhile, recruiter confidence declined for the fourth straight month to 32 percent and reached levels not seen since late 2008-early 2009 at the bottom of the last recession. This does not bode well for a near-term improvement in executive hiring.

According to an ExecuNet survey of 142 executive recruiters, recruiters indicated that 1 in 5 companies (22%) of employers still expect to add executive level jobs in the next six months and only 4 percent plan on eliminating jobs. Another 7 percent said they were opting not to fill existing management job vacancies. With the number of companies expecting to hire out pacing the number of companies contracting, ExecuNet's exclusive Executive Job Creation index remains positive at +12. It is down from +32 in April.

"Some companies are clearly hiring and those who are not are not retrenching as they did heading into the last recession," said Mark Anderson, president and chief economist of ExecuNet. "In the last recession the number of companies laying off executives was close to 30 percent, as an example. We are not seeing that yet. Regrettably, the low level of recruiter confidence suggests that the prospects for improvement are more than six months away as companies are taking a wait and see attitude."

Despite the caution shown by some employers, recruiters reported that forty-seven percent (47%) of companies said they were willing to "trade-up" for talent, if presented with the right person with the right skills.

"Executive job seekers should find reason for optimism in this fact that employers are selectively replacing management to strengthen their operations and build executive bench strength at a time when corporate pressures and competition are mounting," said Anderson.

"Our latest data suggests savvy executives who think a career move may be in the cards as well as those already engaged actively in management job search should be cultivating their professional networks because it could be a longer process than they expect. The economy certainly isn't doing them any favors, but opportunity favors those who know what it takes to influence the hidden job market because the most attractive executive leadership roles aren't publicly advertised online or in print," said Anderson.

ExecuNet's Executive Job Creation Index is based on a monthly survey of executive search firms and reflects responding executive recruiters' expectations of how companies are managing their executive talent needs. The Executive Job Creation Index compares the number of companies expected to add executive positions over the next six months versus those planning to downsize their management teams or delay filling vacant management roles. In September, that figure hit 12 points, down five points from August.

Global Leaders Have Great Ideas Exclusively for You

2011-09-29T20:01:00-05:00

By: Robyn Greenspan

Shortly after joining ExecuNet as Senior Editor, I somehow scored a press pass for World Business Forum, an event that brought Jack Welch, Rudy Giuliani, then-CEO of Yahoo! Terry Semel, Tom Peters, Richard Branson, Colin Powell and Andrea Jung to the stage at Radio City Music Hall.

I settled in to the velvet seat for two days of reflected star power and mind-blowing leadership insight — most of it a much higher level than I had ever heard before. In those pre-iPad days, I returned to the office with a full legal pad of handwritten notes and reported thousands of words back to ExecuNet members about this stunning event.

The on-site reporting and directly sourced insight from these thought leaders was well-received by the membership, and the beginning of a long relationship with HSM, the conference organizers, and the World Business and World Innovation Forums.

For the last few years, ExecuNet has held a prime position partnering with HSM in the Bloggers Hub and exclusively reporting for attendees. We now have a staff of reporters on-site, delivering real-time value back to members, covering VIP events, and conducting exclusive interviews with the stage luminaries. ExecuNet also produces the final executive summary of the event for the conference delegates and our members.

We're back at World Business Forum October 5 and 6, where Bill Clinton, Bill George, Howard Schultz (shout out to Canarsie!), Malcolm Gladwell, Patrick Lencioni, Seth Godin, Tamara Erickson, Gary Hamel, Angela Ahrendts, Jack Welch, Ben Zander, Marina Gobis, and others will bring their perspectives on leadership and management next practices.

To experience a bit of World Business Forum in advance, here's our best reporting from last year's event:

Uncertainty Breeds Success
The Power of Innovation and Passion
Creating Winning Social Media Strategies
The Power of Influence to Execute Strategy
The New Global Deal
Finding the Will to Survive...and Thrive
How Do You Text Authenticity?
Keep Your Cool
Early Diagnosis and Intervention Leads to Organizational Longevity
Making Orange Work For Your Organization
Powering Individual Decision-Making Improves Company

Also, for the first time, we're making the 2010 World Business Forum executive summary available to you in its entirety.[PDF, 4MB] Let us know what you think.

This is Getting to be a Drag

2011-09-27T13:21:00-05:00

By: Dave Opton

Ever since I can remember, there has been a factoid making its way around the career management world about how long someone should anticipate their job search will take. It goes something like: You should plan your search to take about one month for every $10,000 you seek in salary.

In talking with ExecuNet members, this is a subject that comes up with great frequency. Certainly not surprising, as most executives tend to be type A and focus on objectives to be reached within a specific timeframe and get pretty impatient if/when it doesn't look like that's happening.

In truth, I believe this is one of the major reason why we all find the search process so frustrating.

There is only so much of it we really can control. When one is "action-oriented" and in a situation where you can't "make things happen," to say it is frustrating doesn't do it justice.

Also, how much time a job search is going to take is also one of those questions where I am not sure that an actuary could really give anyone a meaningful answer. There are so many variables involved: geography, age, function, industry segment, compensation needs, and the economy just to name a few.

Part of trying to manage your way through a process as frustrating as a job search is to set realistic expectations. Without them, people tend to set goals that reality will make it very hard to attain, and when they are not attained, they feel it is somehow a sign that there is something seriously lacking in themselves — of course, that is not the case at all. Easy to say but much harder to internalize and believe.

I talk with members almost daily whose searches have been going for several months or more, and aside from looking for ideas on handling the frustration, they also want some ideas on what they can do to try and re-energize the quest.

Here are a couple of thoughts for those who might be in this situation:

Keep in mind that this is essentially a sales process, and as such, do what companies do if a product they have introduced to the market is not producing the results they expected — repackage it. As a candidate, that could mean a r�sum� makeover, tuning up your phone and/or in-person interviewing skills, making sure you are doing really thorough research in terms of target companies, and certainly working harder to expand your personal and professional networks.
Make sure that because things have gone much longer than you wanted them to that you don't fall into the trap of locking yourself in your home office and spending your days "clicking and praying." It is counterproductive both strategically and emotionally.
Get out, about and involved, both online and especially offline. Relationships can start online, but trust, which is the tipping point in personal referrals, comes much more often from face-to-face relationships built over time. If you are not already actively involved in at least one professional organization and one civic organization, do so. Keeping yourself intellectually "tuned in" is really important in terms of both attitude and energy, both of which are critical in terms of how others react to you, not to mention how you feel about yourself!
Since most people get jobs as the result of networking, everything you can do to give yourself the opportunity to create those links is very much worth the time and effort. If you are a member of ExecuNet, you have long heard us write about effective networking being built on a foundation and attitude of "giving not getting." Approaching both people and/or events with the idea that you're there as a resource to others does a lot to get your focus on the right stuff.
If you are someone who has trouble doing some or all of this revamping yourself, you might consider getting an executive coach to help. It is certainly nothing to be ashamed of and from an accountability and structure perspective can be very helpful in getting things back on track. At ExecuNet, members frequently ask our help in finding such a resource, and we are happy to refer them.

And don't ever forget what every salesperson will tell you: Every "no" is simply one step closer to "yes."

Opening Innovation, Creating Opportunity

2011-09-23T13:35:00-05:00

By: Robyn Greenspan

What if you were charged with delivering $100 million per week in growth with a staff of 9,000? And the only way you could reach your goals was to add more than 1.8 million people worldwide to your team and enlist them to work for free?

That's the challenge Larry Huston faced while serving as Innovation Officer at P&G. The company needed to maintain 7 percent organic growth per year — $5 billion — but when sales started to flatten, Huston had to find solutions to what P&G saw as an innovation problem.

P&G had to change the way they innovate, and as Bas Burger, President of Global Commerce for BT, said in his introduction of Huston, now Managing Director of 4iNNO, "They had to go from 'the laboratory is our world' to 'the world is our laboratory'" and open innovation was their pathway.

"There are two ways to talk about open innovation," Huston began at the 2011 World Innovation Forum, where ExecuNet exclusively reported for attendees. "Where the rubber meets the sky and where the rubber meets the road." Where the rubber meets the road is figuring out how to grow profitability at the top line.

Open innovation is a major business-building strategy, yet, "You would think the world is doing this because of all the business press," said Huston. "I can tell you the number of people who are doing this well is pretty limited. The companies who have done so have made a lot of progress and got good results from it."

Huston gave the example of Goldcorp in Canada, which was spending more to mine gold at $355 per ounce than it could sell it ($325). Robert McEwen, who was chairman and CEO, went to an industry conference and issued a challenge: In an unprecedented move, Goldcorp would post their database — one of their most valuable and protected assets — online, giving others a chance to virtually prospect for a $500,000 reward.

Using open source technology and knowledge, Goldcorp engaged the creativity and intellectual capital of all the geologists in the world, encouraging researchers to leverage the data and innovate. "The web economy is a gift economy," said McEwen, "and we can give away value and expect to see it many times in return."

The high-risk experiment was a success, with Goldcorp discovering new mining opportunities and several winners earning cash rewards.

Even the iPod, Huston explained, was a product driven by open innovation with Napster, Phillips, IBM and Toshiba each having some role. As a result, the iPod was brought to market in only eight months. "How long would it take your company to develop the iPod?"

Huston didn't mirror the iPod's quick success at P&G, unable to add one new product to the company's average 250 major innovations per year. Eventually, he brought four products to market, building up to 125 by his fourth year.

However, for bigger achievements, Huston needed more than a team of 9,000. A headcount of the qualified and accessible talent pool yielded 1,800,900 people, and with an open innovation model, those skills can be insourced, which P&G CEO AG Lafley said would account for 50 percent of innovation.

"There is an amazing amount of innovation going on. Your world isn't what's inside your walls. It's outside, and you need to start redefining things in that way," said Huston. This model has led to more than 3,000 deals with 186 companies linking with P&G to put products in the market. "Seventy percent of those companies are ones that were new to P&G and never did business with them before."

Now, P&G's innovation success rate is greater than 75 percent, up from around 35 percent; R&D productivity increased by 60 percent; and $14 billion in sales are due to open innovation. Huston attributes P&G's growth to the integrated approach the company took to innovation, following a disciplined stream of work activity:

Mandates
Vision
Where to play
How to win
Capabilities needed
Management governance

Despite the complexity of the process, innovation comes down to knowing the unsolved customer problems, connecting with the people who can solve them and staying focused. "It's all theory in innovation. This is where rubber meets the road. Do you know who your customers are?" Not only who they are, but what you can do for them. "There's a tremendous amount of money to be made in just knowing the total experience."

Huston said to capture the total customer experience, you must know and understand:

Mind = logic they associate with product
Soul = emotional associations
Body = sensorial associations
Tasks = jobs they need to do

"The basics of innovation are four or five things, but we fuzz it up with other stuff and get bogged down."

The Ugly Truth about Your Looks and Job Search

2011-09-21T14:38:00-05:00

By: Robyn Greenspan

I recently spoke with a high-level search firm recruiter and he shared a story about an executive he called a perpetual "bridesmaid" — the one who always comes in second to the candidate who ultimately gets the offer.

On paper, this executive was outstanding and articulated his value well during the interview, however, the recruiter told me, the candidate needed to get his act together and make an effort to spiff up his appearance.

It may be a sad commentary that we can't simply be judged on our accomplishments, but presentation is often a conscious or unconscious factor as to who gets hired. You don't have to be a movie star; in fact, there have been studies as to whether better looks actually equates to bigger success. You do, however, have to show more than a passing interest in your personal care, grooming and hygiene.

In addition to the money you may have spent on a professionally produced résumé, executive marketing materials and coaching, here are some small investments that might land you the job:

Get a good, contemporary — but age-appropriate — haircut that makes you look and feel your best.
Buy a new suit. Even if you are interviewing in a business-casual company, dress up for the first meeting.
Teeth-whitening strips are inexpensive and available at every drugstore. Get them even if you think they're not necessary, because if you smoke, drink coffee or red wine, it shows in your smile.
If you've needed an excuse to get to the gym, competing for a six-figure job might be the motivation.
Smell clean and the interviewer shouldn't be able to get a whiff of your cologne before you've even entered the building.

You don't have to go overboard and get a spray tan, facial rejuvenation and a full-on makeover, but look presentable. Executives are hired to represent the company.

Scientists, Designers and their Role in Innovation

2011-09-19T13:27:00-05:00

By: Joseph Daniel McCool

As senior curator in the Department of Architecture and Design at The Museum of Modern Art (MoMA) in New York City, Paola Antonelli strives to promote a deeper understanding of design's transformative and constructive influence on the world and how designers help bridge the path to the future.

Designers, as she sees them, are interpreters. They help companies sense needs and preferences and understand consumer behavior. Their work is deeply intertwined and mutually dependent on science and scientists, Antonelli said, because new discoveries and ways of unleashing their potential and connectivity with the human experience hinge on creativity, exploration, imagination and the innovation that results.

"Designers, in our view, are the ones who take innovation from research and development, engineers, and politicians, and turn it into life and light," Antonelli told the delegates at the 2011 World Innovation Forum, where ExecuNet exclusively reported for attendees. "There is a [human] desire to destroy that new piece of innovation when it frustrates you, when you can�t figure out how to learn it quickly," she said.

That's why scientists and designers and their collaboration are so important. They must find new ways of providing intuitive, flexible solutions for the elastic mind and for the needs and wants of an ever-evolving technological environment.

Antonelli termed this critical collaboration as, "a beautiful coming together of possibilities." The rewards, she added, have all the potential for "amplifying human rights and obsessions through innovation."

The MoMA curator and university lecturer said the nanoscale, the tiny universe in which all things are measured in nanometers or microns, is one of the new fields of design that are extremely promising, and a playing field on which designers and scientists are coming together in some really exciting ways.

"How does nature do it?" Antonelli asked. "We've been imitating structure, form and other conditions of nature to its most detailed nature and level," she added, and yet it appears we've only scratched the surface of what�s possible on the smallest of environmental scales.

No matter how transformative the impact of new discoveries, invariably there arises a debate about this marriage of science and art, and scientists often question the utility of elegance and of beauty. "What's your problem with elegance?" is a common design retort. But, Antonelli acknowledged, the challenge for designers is recognizing that if their interpretations of science are perceived as being too elegant, the scientists may not take them seriously.

In the business world, designers also have a powerful creative and interpretive influence. With so much data churned out by computers, people need help making sense of it. Often, a designer can see the context and pattern and flow of data from a creative sense and thereby inform those whose appreciation for the same data may be different, or whose view may be obscured because they're simply too close to the data.

Looking to the future, Antonelli said, scientists, business leaders and others should seek collaboration with designers because they can open up new windows on the world, and on customer segments. Leaders should seek to leverage design's infinite possibilities by:

Understanding how the design perspective can help translate data into new innovations
Allowing designers the creative space to interpret what they see so they can inform decisions
Connecting science, art and the human experience to create new, emotional connections with customers.

"Designers always have this touch; they bring you back to reality from time to time," Antonelli said. "It helps to have a real designer making sense of it, making a point. It truly is powerful what design can do."

You�re Teleworking. Are You Camera-Ready?

2011-09-15T13:02:00-05:00

By: Robyn Greenspan

While working from home recently, a colleague called to let me know he was ready to start having our remote meetings via Skype but was having some trouble getting the app up and running on his home computer.

I immediately ran into my bathroom, fixed my hair, dusted some bronzer on my cheeks and applied lipstick — while simultaneously talking him through how to download and launch the app.

In just those few minutes it took him to deploy Skype and video-call me, I was camera-ready.

Looking good for videoconferences is just one small challenge for remote workers, which is expected to grow to more than one-third of the world�s workforce in the next couple of years. At this rate, it's practically inevitable that managers will be leading virtual employees — or whole teams — and finding new ways to interact and drive performance. Yael Zofi, in her book A Manager's Guide to Virtual Teams, outlines eight successful behaviors of high-performing remote work groups:

Employees have a global, big-picture mindset
There is shared responsibility for achieving goals
Open, trusting culture
Meaningful communication
Information flow across several communication channels
Conflict management mechanism
Systems that produce on-time, on-budget deliverables
Employees have a positive attitude

If you're the one who is off-site, it's important to remain visible, establishing your "leadership brand" and building relationships within the organization through a virtual presence. David Clemons, in Managing the Mobile Workforce, co-authored with Michael Kroth, writes, "...everyone has a personal virtual brand, a personality that comes through the mobile lines, through the Internet, through the SMS and Webcasts. Your 'virtual you' follows you and your reputation is built." The perception of your "virtual you" will determine whether others follow your leadership.

Good leaders overcome the limitations of technology and make their presence felt — through video, pictures, on-site visits, personally connecting with others, being proactive, and becoming known in a positive, authentic way.

What techniques or tips have helped you work remotely or manage off-site employees?

Six-Figure Hotline: Résumé Version Control

2011-09-14T14:46:00-05:00

While You Were Out…

2011-09-12T13:56:01-05:00

By: Robyn Greenspan

Pity the Poor Interviewer is the conversation executive coach Judy Rosemarin recently sparked among members in ExecuNet's Job Search Roundtable, reminding candidates to see the interview from another perspective.

"All too often we interview and try to 'sell ourselves' into the position, or worse, try to take control of an interview. However, are we really focused on what concerns the interviewer has?" asks Judy. "They have huge responsibilities in making the right decision or avoiding making the wrong one. On your next interview, see how you can take care of their anxieties by taking care of their needs, wants, desires, hopes, wishes instead of yours," she suggests.

Often, the candidate who gets the offer is the one who forges the best connection with the interviewer, so it's a career imperative to establish rapport, while also assuaging concerns about whether you can do the job. Jerry McGrath, partner at Caldwell Partners and formerly from Korn/Ferry International, says the candidate should use the interview to demonstrate who they are — not what they know.

Interviewers, particularly those who aren't in HR, can appear nervous because there aren't highly skilled in interviewing, and one ExecuNet member advises candidates to approach the interview like a sales call. "What's in it for them? Ask questions to gain information but to also draw them out."

Here�s some more business insight we�ve collected for you to help you advance in your current role, find a new one, gain expert advice and learn what�s happening in the marketplace:

Most popular in August:
Summer Dip in Executive Hiring
The Who, What, Where, When, How and Why of Networking
July�s Jobs Report Shows Hiring Pickup but Economic "Swirl" and Uncertainty Continues
Recruiter Connections
Non-Verbal Communication: Understanding and Mastering the Secrets of Body Language

What you may have missed:
Innovating Against Unprecedented Risk
Chief Eccentric Officer
Dominating Markets through Disruptive Innovation
People-Challenge-Balance-Worth
Start with Why

The blog posts that keep on giving:
Find Your Grand Canyon
The Scam Artist All-Star List
Don't Expect a Recruiter to Meet Your Needs
What You Said: Leadership
Peer Inside: The Scam Artist All-Star List
When Bad Interviews Happen to Good Candidates

Creativity and Motivation: What Fuels Talent Today

2011-09-09T14:26:00-05:00

By: Joseph Daniel McCool

How are people motivated to be innovative and creative and energized to come up with breakthrough ideas?

From that simple but deeply resonant question, bestselling author and former White House speechwriter Daniel Pink moved delegates at the 2011 World Innovation Forum, where ExecuNet exclusively reported for attendees, to step outside the corporate hierarchy and business texts and consider what social scientists have learned about what motivates people.

As developed as today's companies and economies have become, however, today's employers remain bound by what Pink termed "the physics of behavior." It's very simple, he said. "If you reward behavior, you typically get more of it, and if you punish behavior, you get less of it," he said. It's the old carrot and stick routine.

Pink cited academic and government research that suggested so-called "If/Then Motivators" actually work pretty well, because they get people to focus, help to eliminate workplace distractions, and get people moving and creating organizational inertia, whether the direction of their work is in line with business objectives or not.

However, in today's global economy, many of the answers that knowledge workers seek are complex, hard to find or simply don't exist on the bookshelf or in cyberspace. Business leaders may only scratch the surface of a problem with what they could possibly find out with today's tools, knowledge and technologies, yet decisions must be made and resources mobilized to address them.

When confronting some challenges, business leaders' best odds for innovating ground-breaking solutions lay in adding new perspectives and new views of the problem to the data they may already have at hand. Inviting artists to have a look may be one path to a potential solution.

"What artists do is give the world something they didn't know that they were missing," Pink said. And when the work of artists and engineers is combined, its influence on markets and consumers can be profound. "How many of you have an iPad?" Pink asked the audience. "How many of you knew 16 months ago you needed an iPad?"

To advance his point about sparking innovation, Pink cited a Harvard study that put the work of 23 artists in front of a panel of art experts. Each of the artists was told to pick 10 of their commissioned works and 10 of their non-commissioned works to present to the panel. The results, Pink said, "were quite startling."

Although the artists had been paid to put their very best efforts into the commissioned works, the panel found that, "The commissioned works were rated as significantly less creative than the non-commissioned works, yet they were not rated as different in technical quality."

How does this lesson apply in the workplace? Pink said one of the big hurdles to organizational development and innovation is the fact that everything people do at work is commissioned. "There is no non-commissioned work going on." If you really want creative outcomes, he added, you have to give employees the room to explore their interests and curiosities. Giving them the autonomy to find their own mastery and link it with the organization�s purpose is critical. "This is the seed of a big idea," Pink opined.

Sure, money is a motivator, he added, but "we need engagement." Giving employees more influence over the time, tasks, techniques and teams they collaborate with professionally will spur them to innovate. Tapping into employees' interest in "getting better at stuff" can be especially powerful. "If you want to be innovative, you must carve out time for non-commissioned work."

Just consider that the Nobel Prize in Physics in 2010 was awarded to two scientists whose breakthrough came through one of their "Friday evening experiments" and not the specific work and accountabilities for which they were hired. This kind of unofficial, unsanctioned and sometimes off-hours work is what really makes all the difference for the organization willing to endorse it.

Pink concluded: "When people have more sovereignty over their work and how they do it, they often produce more innovative results."

Economic Uncertainty Weighs on Recruiter Confidence

2011-09-07T13:12:00-05:00

By: Joseph Daniel McCool

In August, ExecuNet's benchmark Recruiter Confidence Index revealed that 36 percent of executive search firm respondents are "confident" or "very confident" the executive employment market will improve over the next six months, down six points from July.

Confidence in the Executive Employment Market — Next 6 Months

Business Secrets Your Kids Won’t Learn in School

2011-09-01T13:29:00-05:00

By: Robyn Greenspan

Kids are headed back to class, but, even in business school, few will learn the hard-earned lessons that come from years of playing corporate politics and hustling to get to the corner office. We asked ExecuNet members, successful leaders who have had the benefit of long-term real-life experience, what is the best business advice you can offer students about work that they won't learn in school?

President of a management consulting company:

Regardless of where you land, YOU need to take personal responsibility for YOUR future. Don't expect your employer to take responsibility for your career. Take advantage of opportunities to receive training in all areas. Your education is never over. You may be sick of books, but it is essential that you keep learning.
Although you want to give your all to your new job/employer, don't neglect development of your "personal brand." Get out there and join appropriate organizations. Make contacts. Network. Don't assume that you will stay in one place very long. From day one, keep a file on those you meet and stay in touch. Read about personal networking.
Learn to love change. Throughout your career you will need to manage change, both as one leading change and as one facing change. Nothing stands still any more. If you do, you will be run over. Read some books about change by John Kotter.
Be nice. Learn to get along. Help others. You may be real smart and extremely knowledgeable, but much of your potential success will be the result of whether people like you. That's just the reality of things. That doesn't mean being a phony, a suck-up, a brown-nose. People see through that. Learn to genuinely like people and see past the things that may turn you off. Be someone that people like to be around.
Do more than you have to. Don't try to just get by. Anyone can do that. Build a reputation as the one who goes the extra mile. And this isn't just for others to see. You will personally benefit when you approach things this way in all areas of your life, whether it be your career, sports, hobbies, relationships, etc.
Find meaning to your life. Take time to examine who you are and why you are here.

Vice president of strategic marketing and operations for a well-known supermarket chain:

Any experience is good experience, but listen to your heart and take the time to build a serious life plan. The exercise of building vision, setting goals, developing strategies and measuring results will not only help you to succeed at whatever you choose to do, but can be applied to both your professional and personal life over and over again. Once you master this "secret" you will be invaluable to employers and employees alike, family and friends.
When faced with a conflict, always ask yourself, "What's the worst that can happen?" and "Will this matter in six months from now?" These two questions always help to neutralize any fears or doubts so that you can think clearly and make GREAT decisions.
Lastly, always keep a smile on your face. It's one of the most important skills you can develop.

Chief technologist in the telecommunications products/services industry:

Never get a job; do what you love!
Be wise enough to know when to learn, when to teach, when to act, when to follow and when to lead.
Leaders never ask others to do what they themselves would never do.
Everyone is equal; no one is superior to anyone else.
Do not be afraid to fail; mistakes are the best teachers.
Never repeat the same mistake.
Be like nature; she changes constantly and adapts. You must be the same.
Always question; be open to change.
Just because something is a certain way does not mean you have to, or should, accept it. Challenge everything.
Be strong in mind, spirit and passion. Opportunity favors the bold.
Respect is earned, never given.
Titles mean nothing; integrity means everything.
Everything has a reason for its actions. See the reasons for the actions, and you see the reasons for everything.

General manager in the telecommunications products/services industry:

You will not likely get rich from your first job so get over it.
Do not be worried about having worked at two to three jobs in the first two to three years following graduation. Experience is good, as it helps you to seek what you desire.
Keep a notebook of things you would do differently if you were the boss because one day you could be.

Owner of a medical devices/equipment company:

Keep doors open and never limit yourself to a single opportunity.
All of your bread in one basket is too risky because if you fail you don't eat. Learn from your mistakes, as you are going to fall.
Trust your instincts. I found this especially true for coming into a new scenario. As often as one tries to be analytical, reality shows that you need to go with your gut on occasion.
Have fun.

Let us know what other advice you would offer kids to set them up for professional success!

Projected Management Hiring Still Positive Despite Uncertain Economic Environment

2011-08-31T13:27:00-05:00

By: Joseph Daniel McCool

While much of the country is focused on the health of the broader economy, one forecast of management-level job creation suggests hiring activity for top management roles may continue through year-end despite the uncertainty that has held up other corporate spending plans.

In August, 26 percent of 126 executive recruiters polled by ExecuNet reported they expect companies to leverage the economic climate over the next six months by adding new executive-level jobs.

Also, 37 percent forecasted companies will "trade up" with new hires for existing management jobs to improve leadership bench strength. Another 27 percent indicated companies would elect not to add new management jobs, while seven percent anticipated employers would choose to avoid filling current management-level vacancies. Three percent of recruiters expect companies to further cut top jobs.

ExecuNet's Executive Job Creation Index is based on a monthly survey of executive search firms and reflects responding executive recruiters' expectations of how companies are managing their executive talent needs. The Executive Job Creation Index compares the number of companies expected to add executive positions over the next six months versus those planning to downsize their management teams or delay filling vacant management roles. In August, that figure hit 17 points, up four points from July.

Also in August, ExecuNet's benchmark Recruiter Confidence Index revealed that 36 percent of executive search firm respondents are "confident" or "very confident" the executive employment market will improve over the next six months, down six points from July.

"While we have seen some contraction in recruiter confidence, our Executive Job Creation Index continues to demonstrate that even in the face of economic uncertainty recruiting activity continues to fill new management roles or improve bench strength," says ExecuNet President and Chief Economist Mark Anderson. "We continue to counsel our executive-level members that they needn't be focused on how the economy might be working against them, but rather, committed to messaging how they can help just one employer improve business operations and results for the long-run."

Innovating Against Unprecedented Risk

2011-08-30T13:49:00-05:00

By: Robyn Greenspan

How would you feel if the person you cared about most was trapped a half-mile underground somewhere? That's what Greg Hall's company, Drillers Supply International, faced and what drove his high-pressure innovation to help rescue the 33 Chilean miners more than 2,000 feet below the surface.

"We didn't know exactly where they were or if they were alive," Hall told Bloomberg's Margaret Brennan at the 2011 World Innovation Forum, where ExecuNet exclusively reported for attendees. Drilling rigs were only able to reach 400 meters, but the challenge was to get deeper, and time was critical, as the miners had three days of food and were likely in a refuge area underground that might be in danger of further collapse. "Five days, 10 days passed. At 15 days, we thought we had a recovery not a rescue operation," said Hall, adding that to give families closure they kept drilling to at least send a camera down and learn what happened.

On day 17, the rescuers heard pounding on the drill pipe, so they knew at least one of the 33 men was alive. When the drill surfaced, there was a note attached that said all were alive; they were in the refuge and were running out of water.

Hall was determined to bring them all out alive, but three things made the effort seem impossible:

The strength of the rock and sediment
The depth of the cave
Making a hole big enough to lift out 33 humans

Where others might have thought it better to not get involved because of the risk, Hall felt he had to get involved. "Technically, it was impossible, but how would I react if it were my son or daughter? What materials were available on-site or I could get quickly? We had to put together the best equipment and best people and then do the job the best way we knew how."

Adding to the challenge of drilling a 24-inch hole 2,000 meters, the heavy machinery and activity might spur another earthquake, worsening an already dire and precarious situation.

Brandon Fisher, owner of a small Pennsylvania machinery company, reached out to Hall to let him know he had the right equipment to drill the hole, and, because of the long, trusted relationship Hall had with the Chilean government, Fisher's team was brought in.

The collaboration with Fisher was well-suited for the operation, as Hall felt a big corporation might not have taken the high risk or absorb the cost. But with Hall spending every day with the miners' families he found the situation "different when drilling for people, not profit."

Hall learned he had to emotionally detach himself from the families, who were camped out in tents around the mine entrance, and focus on the technical aspects of the job so as not to make potentially catastrophic mistakes.

Hall, an ordained deacon in the Catholic Church, often relied on his faith during the ordeal. "In drilling, you can go up or down. We had to drill around three big curves. We got stuck on the third curve. I began to pray and suddenly the bit began to move and drill down.

"I was told that it was impossible to drill that hole. I agree. God drilled that hole, but I had a good seat."

Finally, after 69 days, meter by meter, every one of the 33 miners was rescued. �It was a blessing and an honor, but I would never want it to happen again," said Hall. "We would do it, but I don't want to make a career of it.

President Obama, during his 2011 State of the Union address, singled out Fisher as an example of the American dream, neglecting to cite his collaboration with Greg Hall. "It's not about credit; it's about rescuing people," Hall said.

Photo Credit: Gobierno de Chile

Chief Eccentric Officer

2011-08-26T13:38:00-05:00

By: Anthony Vlahos

Eccentric. Derived from the Greek: ek�out of + kentros�center.

When you're off-center, when you're one step ahead of the curve, stray from the norm, you're eccentric — and quite often, superbly successful.

Next month marks the 45^th anniversary of the premiere of Star Trek, which followed the interstellar adventures of Commanding Officer James T. Kirk and the crew of an exploration vessel of a 23^rd century galactic "United Federation of Planets" — the Starship Enterprise. The show was not just fantastic, it was strange and somewhat off. It lives on in endless reruns and multiple remixes.

Eccentricity in the corner office here on planet Earth? Hardly unusual. There's the headline-making:

Richard Branson crossing the Atlantic in a hot-air balloon
Ted Turner challenging Rupert Murdoch to a boxing match
Mary Kay Ash giving pink Cadillacs to top sellers in the company
Overstock CEO Patrick Byrne who, after announcing a $14.2 million third-quarter loss in 2005, took responsibility with the words "My bad"
Larry Ellison searching for the fountain of youth
Steve Jobs trying communal living
Whole Foods CEO John Mackey, who anonymously complimented his own hairdo on a Yahoo message board

On bringing his yak (that's yak, as in big furry animal) to work a few years ago, Cirqe CEO Jim Harding remarked, "It was just hanging in the office while we were trying to get some work done. It's unusual, but it's what I do."

Here's the thing: Any amateur can fake a cool aura, briefly attract attention, sound better than he really is. What professional eccentrics — Chief Eccentric Officers — do for a living is not be eccentric (or charismatic, or weird), what they do is make things other people love. Chief Eccentric Officers begin by asking:

How do I lean on the center to nudge it over?
How do I come up with a really cool way to do something?
How do I do something new — something other than "what I'm supposed to do"?
How do I ~~boldly go where no one has gone before~~ break the status quo?
How can I be so much better that all the hype is secondary?

Amateur eccentrics remain so for this reason: They never dangle far enough from the center's ledge. They hold back. Sabotage. Have another meeting. Instead of making remarkable new things, they make excuses: "I couldn't possibly..."; "the critics will make fun of me..."; "we might have to change this..."; "the boss won't let me..."; "I'm going to get in trouble."

Coming up with the cool ideas isn't the hard part. The hard part is actually making the idea work. This past week the department store Barneys announced the holiday season is getting a makeover — Lady Gaga style: The singer and her team are going to reinterpret Santa's workshop and put it on display at the posh retailer's Madison Avenue store. Barneys isn't collaborating with Gaga because she's out there. They're teaming up because she hears her own inner voice with great clearness, and delivers her best work. Gaga will make something different and have an impact. It's pretty much guaranteed.

The world thinks eccentricity in great things is genius, but in small things, only crazy. Not true. The world needs eccentricity anytime, anywhere it can get it. We need it, the little spark of madness, or else we never dare cut the rope and be free.

The empirical formula for calculating the eccentricity of orbiting planets goes something like this:

Where e is the eccentricity, b is the semi-minor axis and a is the semi-major axis. What makes someone eccentric is less clear. Eccentricity abounds when and where there's real individualistic character, commitment to breaking through, courage, virtue and humility. It's also clear you can be completely off-center and still hit the target, practically every time. Maybe the formula is getting so far out one day you won't come back at all. Walking away until the center disappears.

Recruiter Connections

2011-08-24T13:04:00-05:00

By: Lauryn Franzoni

The most commonly asked question of our member services team has got to be, "How do I connect with a recruiter?"

Sometimes I wonder why? Third-party search consultants (Here's a tip: Most don't like to be called headhunters.) are part of a profession that generates some $10 billion worldwide, but that's only for about 20 percent to 25 percent of the executive hires made in any given year. Many work quite closely with their client companies. For a set fee, they help the organization plan for its leadership needs, assess the market to help establish qualifications and comp packages and map the talent in a given industry or geographic area to those needs. Others work on assignment: They usually get assignments to fill jobs where there may be an incumbent, or they get the call once a company exhausts its own database and employee referrals — this is called the "hard to fill" work.

Recruiters work confidentially. It's rarely in their best interest to post positions they are hiring or discuss much about what they are doing. They get so many calls, emails and letters from executive hopefuls they end up tarnishing their own reputations when they can't handle every piece of correspondence individually. So they are both reviled and desired by the executives they hope to know and place.

When you've been in the middle of this conversation for more than 20 years like ExecuNet has you can see there's no easy remedy to the shared pain executives and recruiters experience. Recruiters are trying to find a 100 percent fit to a client job spec; company HR reps are wading through high volume looking for what easily rules someone out of consideration, and executives are left wondering why no one can see the value they can bring to the job — even if they only fit part of the criteria.

When the clamor settles down, there are some quality connections being made. In our network, we see executives who aren't a fit but applied anyway — getting polite �thanks-but-no-thanks� notes back from recruiters. Lately, we're seeing recruiters include some communications and job search tips with those notes. But what's really exciting is to see how our recruiters are doing online what they used to have to do by traveling to industry conventions and spending hours on planes and on exhibit floors — reaching out to executives, asking questions, getting replies and forging real relationships.

It's what the recruiter does best: Tap confidential small networks of people, share information about an open search, get referrals and follow them through. The executives with the best recruiter contacts are those who have happily participated in this process, even if they won't benefit personally. Recruiters have long memories; help them identify top talent and you become top talent in their minds as well.

Another way to build recruiter relationships � use them. When you're hiring, seek recruiter counsel. Sure, there's a fee, but you get paid for your knowledge don't you? Get to know recruiters when you aren't hiring or seeking employment. Talk about your industry, share contacts, treat them as part of your ongoing network — play some golf every now and then. In this rapidly changing world, it's harder than ever to make and maintain meaningful relationships. Be an active recruiting resource at every stage of your career and you'll "be found" when those quiet slates are being called.

Dominating Markets through Disruptive Innovation

2011-08-22T13:48:00-05:00

By: Joseph Daniel McCool

World-renowned Harvard Business School professor, consultant and best-selling author Clayton M. Christensen knows the power and potential of what he calls "disruption innovation," but he also knows that unlocking it requires the courage to ask the simple questions competitors simply fail to consider.

"What causes successful companies to fail?" Christensen inquired at the 2011 World Innovation Forum, where ExecuNet exclusively reported for attendees. The revelation, he suggested, is resident in organizations' and leaders' respective capacity to risk failure and all that is required to explore disruptive innovation and their willingness to effectively envision business failure if they do not connect with customers' real needs.

Just consider how Toyota entered the US automobile market. Because it made no sense to the US automakers to "defend the least profitable piece of the business," they watched as Toyota brought the Corona, then the Tercel and Corolla, and eventually, many other models to market. By the time the US car manufacturers realized the bigger threat, it was too late to save Detroit, which is now seeking its own reawakening.

Now, Christensen explained, Toyota is watching Korean carmakers Hyundai and Kia enter at the low end of the market and move upstream. In the future, the professor forecasted, the Chinese will bring their compact cars to market and attempt to displace the rest. Across industries, and especially with advancements in technology, Christensen said, it's not hard to envision other businesses "coming in at the low end of the market and cleaning out the leaders."

For added proof, Christensen said, consider these comparative, historical footnotes. "Canon did it to Xerox. Sony did it to RCA. Mitsui did it to the shipping industry. Japan disrupted the United States," he recalled, and the US economy is still struggling with the aftermath of a shrunken manufacturing industry and the loss of millions of jobs. On this point, the professor said, microeconomic issues have a major ripple effect on macroeconomic conditions.

The willingness to continually challenge one's market position in relation to key customer segments has to stretch far beyond what senior managers may have learned in business school. Learning not only from the missteps, but even the highly plausible decision-making of companies and executives that have experienced failure can help innovators learn what they might apply differently to achieve positive business outcomes.

The more one digs into failed business ventures, Christensen shared, the less one should be inclined to simply blame a "stupid manager." Sometimes, a competitor's capacity to compete with a 20 percent cost advantage is enough to disrupt and redistribute global market share.

Because the trajectory of many organizations' technological improvements almost always outstrips their customers' abilities to use them, innovating carries risk. Customers' abilities to utilize or absorb changes into their daily lives, routines and processes should be paramount concerns.

Christensen said dominating markets through disruptive innovation requires organizations to:

Focus on core competencies
Consider what the enterprise has to be good at tomorrow to be successful
Think long-term. Don't let short-term profit or return on net assets (RONA) drive key business decisions, especially when it comes to defending lower-profit business units.

"Disruption keeps happening over and over again," Christensen said. "We have to have the ability to start new companies up. The only way for the leader who is being disrupted to catch the disruption is to create a completely different business unit and give it an unfettered charter to kill the parent," he added.

"To make something simple and affordable is very complicated. When you make it affordable and simple, it enlarges the market. Try to make a good product but then focus on moving up market. This is where success begins or ends."

Non-Verbal Communication: Understanding and Mastering the Secrets of Body Language

2011-08-19T13:56:00-05:00

By: Joseph Daniel McCool

Sometimes, it's what someone doesn't say or the attitudes and beliefs they betray non-verbally that communicate more than words and which really mean the most.

Author and trainer, Linda R. Dominguez, a coach with the Executive Coaching and Resource Network and guest presenter for an exclusive ExecuNet webinar, says non-verbal communication constitutes as much as 65 percent of any conversation you may engage in as a business leader.

Whether this communication is translated through your posture, the tone and volume of your speech, the tempo of your language and/or the overall image you portray, we're telegraphing our needs, desires and intentions whether we use words to voice them or not.

"It reveals a person's true spots," Dominguez says. "It's a 'tell'", she adds. "Sort of like in poker — you use your knowledge to successfully decode this and to clarify what's really going on with the person you're speaking with so you can ask questions" as the conversation unfolds.

Failing to pick up on non-verbal cues can certainly leave you at a disadvantage, particularly when discussing a critical business challenge, interviewing for a new leadership role and/or negotiating a salary increase. Yet, investing too much stock in another person's non-verbal communication can lead you to misinterpret his or her true meaning or the intention of their spoken words.

"You have to see everything in context," Dominguez says, "especially in the context of that person's overall communications style."

Failing to register non-verbal signals in the course of any important discussion can leave you uninformed and out of touch. If you really want to connect, go beyond listening with your ears and start listening with your eyes. Start interacting with your own body language to help ensure your physical behaviors don't contrast with the language you use and the purpose that drives you.

Please share what you have learned and your experiences with body language!

People-Challenge-Balance-Worth

2011-08-16T13:43:01-05:00

By: Dave Opton

When you talk to anyone trying to make a career change these days it doesn't take long before you realize that while there are lots of the questions being asked, the answers vary significantly.

To many of us this comes as a very frustrating and unhappy surprise. This is especially true for those seeking executive-level jobs, since most come from positions of executive leadership and are very used to asking questions and getting answers that don't start with "well, that depends..."

In short, I think the discomfort comes from the fact that the dynamics of making a career change are, at its core, made up of a process that is, despite all the hoopla around assessment instruments, interviewing, résumés, etc., based on the subjective judgment of both the executive recruiters and the candidates.

While I don't see anything on the horizon that is going to change this anytime soon, the good news is that with the freedom of expression and access offered by the Internet, the ability to seek and digest the opinions of many on whatever issue to which you are seeking (or wishing) definitive answers is only a click away.

What most of us do is check out as many sources as we can before we either run out of energy to read one more "opinion" on the same subject or come down with carpal tunnel syndrome — whichever occurs first.

It was with this in mind that I came across a blog post by Mark James. Mark is a career executive recruiter and executive coach. He also has been hosting ExecuNet networking events in the San Diego and Irvine area for several years.

What caught my attention on this one was the title of the post: How to Make the Right Decision Every Time. Now I wasn't so naive as to really think that Mark had come up with the "universal solvent" when it came to decision making, especially when it came to the managing of careers, but the title certainly got me curious enough to check out the post which, of course, was the purpose of it in the first place.

I share it here because, while it remains only one opinion of many, Mark's post speaks to an issue that in the heat of the job changing process often does not get the attention it deserves: What to consider when making the call on accepting or rejecting an offer.

With the pressures created during a job search, it is very easy to say "Yes" for the wrong reasons. I am not saying that Mark's post will make it easier to make a call, but at the very least, it provides a perspective that is not on a lot of the checklists created to give people the "right" answer.

He talks to People, Challenge, Balance and Worth, and if you are hoping that your next gig will be "for the duration," these are four aspects to be thinking about not just when you finally get the offer, but right away to determine what you are really seeking.

The Who, What, Where, When, How and Why of Networking

2011-08-12T14:05:00-05:00

By: Robyn Greenspan

Do you recognize any of these excuses that prevent you from forging valuable connections with others?

"I don't know who to network with."
"I don't know what to say."
"I don't know where to network."
"I don't know when the right time is to network."
"I don't know how to network."
"I don't know why I should be networking."

Whether you're a reluctant networker or someone who wants to improve your connection skills, here are tips to counter all your resistance points, enabling you to find the opportunity with anyone anytime and anywhere.

Who
If you are not comfortable networking on your own behalf, you can break the ice by introducing others, instantly doubling the number of people you'll touch in a single interaction.

If the spirit of networking is to give first and expect results later, facilitating a connection that is mutually beneficial to others makes a standout impression. Being at the center of successful relationships you've brokered reflects positively and will always prove rewarding.

When you've identified someone you'd like to meet, reach out to your network and let them know why you'd like the introduction. Your connections are more likely to go the extra mile to get you closer to a target if they understand the reason for the request.

What
Whether it's an in-person meeting or online outreach, it's important to have a plan that brings you closer to your goals. You'll maximize your time if you pick your meetings and activities more strategically than haphazardly. A series of questions can help you refine your networking objectives:

What are you trying to accomplish right now?
What kind of people do you most need to meet to help you with that?
Do you need to meet a lot of new people — strangers — or do you need to build stronger relationships with the people you know to help drive more referrals?
Do you need to focus more on building trust and knowledge of your character or on your professional reputation as an expert in your field?

Be equally prepared with what you can offer, as you are with what you want to achieve for yourself.

Where
While networking can be approached as a strategic and deliberate activity, value can also be derived from random, spontaneous interactions with others, particularly during those mundane, everyday life-maintenance tasks. There are countless success stories of meaningful relationships created in waiting rooms, on planes, jury duty, at the car wash, etc.

One entrepreneur always carries her laptop and uses her time waiting at the chiropractor's office to demo her online product, enabling other patients to act as a mini-focus group. She also frequently works at a local coffee shop and has picked up clients just by being friendly.

Even if there is not a professional benefit, engaging others helps the time pass more quickly in typically boring situations.

When
People often complain they don't have the time to network, but that's a poor excuse. When "networking" is considered another career-building or professional development activity and not something forced, it can feel more natural and occur at any time.

Others feel more comfortable when they incorporate one thing to improve connections among routine tasks: Find someone new to meet or pass along information to a contact as you read your morning news and blogs; make a referral or introduction as you wind down your work day; locate a networking event when you make business travel plans to another city, etc.

How
Whether you are managing thousands of connections or a handful that you are hoping to expand, technology is going to play a role in your interactions. But with all the tools available, it�s important to quantify the ROI. Too often, technology � social media, online communities and the extensive profile databases in particular � becomes a time-suck of constant clicking, feeding curiosity instead of fulfilling a goal.

Identify first what you want to achieve, the best pathways to get there and the time commitment for each activity. If you want to connect with CMOs, is it better to travel to an event where you could interact with many of them face-to-face or spend time writing an article for a targeted online publication where you could potentially attract contacts?

Why
If you've read this far and are still wondering why you should network, go back to the beginning of the article and start again. And then read much of the other material on this site, too.

Unfortunately, networking is often driven by necessity � "needworking" � and is less effective than when spurred by helping. Simply begin by listening to what others need, find ways to connect them to the people and information they value, and organically, your network will begin to flourish.

In addition to the corporate karma you'll develop when you help others achieve their goals, there�s a self-serving benefit too: Executives credit networking as their most successful activity for creating career opportunities, outpacing responding to job postings and creating online profiles. Furthermore, search firm and corporate recruiters identify most of their prospects through networking.

No more excuses! Begin today!

July’s Jobs Report Shows Hiring Pickup but Economic “Swirl” and Uncertainty Continues

2011-08-08T17:21:00-05:00

By: Mark Anderson

Friday's jobs report showed an uptick in job creation and the lower unemployment claim numbers released on Thursday were another indicator that the jobs market is not on a downward spiral. This trend may be lost with all the other economic news that surrounded these releases and were clearly disturbing the financial markets over the last week.

For the record, the US Labor Department report showed that +117,000 jobs were created in the US economy in July and, most importantly, private sector job creation was a stronger than expected +154,000.

Meanwhile, the government revised upward the steep decline in jobs creation announced in June. Overall jobs created in June went from +18,000 to +46,000 and the private sector increase was from +23,000 to +80,000.

The government also reported higher average wages and a stable average hourly work week and indicated that most industry sectors were showing increases in jobs created — but at low levels. On Thursday, the government confirmed that weekly first-time unemployment claims dropped again to the 400,000 level, which, in normal times, would be interpreted as a positively moving economy versus one that was contracting.

Looking at the chart below, the +117,000 overall jobs and +154,000 private jobs created would be seen as about average for the last 9 to 10 months. They tell the story of a positive but slowly growing economy overall with pockets of opportunity in some industry sectors versus others. This is what we are seeing, though recruiter confidence has declined recently, which is often a forerunner for slower overall growth.

Clearly the uncertainty and swirl surrounding the US debt ceiling compromise, the downgrading of US debt from AAA to AA+, the coinciding European debt crisis and overall world economic growth are taking their toll on expectations in the marketplace. Volatility has increased in the stock market to levels we haven't seen since the recession.

Trying to keep a level head in all of this is hard but that is what you need to do in this environment. We counsel that if you are in a jobs search, keep in mind that opportunities still are being created. Keep putting one foot in front of the other and continue to focus on the opportunity that is out there.

Just last week IBM and Nike came to our network, as an example, looking to hire executive-level talent. Companies are hiring, even as the "swirl" in the marketplace is happening. Don't let the media and political "one-ups-manship and intransigence" and the uncertainty affect you while you positively move forward.

Start with Why

2011-08-05T13:32:00-05:00

By: Dave Opton

It used to be tough enough to pick a few columnists to follow, but when blogging grew into a hydra it became impossible to pick "just a few." Indeed, even if you wrote off the millions who make you wish for a universal "block and report" spam button, there is still so much "good" stuff that one could not begin with any organized approach, and even if there were a "system" I am too undisciplined to have followed it.

I have to say that despite all the issues we face in the country on more levels than I can count, I am encouraged by what seems like a never-ending stream of creative, thoughtful, and often very insightful writing that I come across either by chance or because someone sends me a link they think I would be interested in.

Such was the case when I discovered Matt Youngquist's blog, Career Horizons: The Blog! Given that I am a recovering HR person of some 40+ years and the fact that ExecuNet is deeply committed to the career and business challenges of the senior level executive, that I would want to check out a blog with Career Horizons as its moniker is no surprise. If you haven't had a chance to check it out, I would. You can tell by the way Matt writes that he is a "giver" not a "taker" which by definition makes me a fan.

Recently, he ran a piece he called Leadership, Wherefore Art Thou? and among the links included to help him make his point was one that took the reader to the TED site and an 18 minute talk given in 2009 by Simon Sinek called How Great Leaders Inspire Action. His talk was the result of a book he wrote around his theory called Start With Why. My guess is that many readers here have heard of it and/or read it. If not, put it on your summer reading list or listen to the TED talk.

I think that most of us who find ourselves in leadership roles struggle with the challenges, and maybe this is the reason why Sinek's approach resonated so profoundly and reminded me of exactly why it is that people so often have said to me, "Boy, Dave, it is really clear that you are passionate about what you do!" Usually when they say that, I can't figure out what they have seen or heard that makes them feel that way. When I listened to Sinek's talk, I realized again where all that comes from. What they sense and feel is (for good or ill) so much a part of who I am, that I don't even think about it — which is why I am surprised when they say it.

It doesn't come from what we as a company do or how we do it — although both make me very excited and proud — that is hardly unique. I am sure that any business leader would feel the same way. So where does the inspiration/passion come from?

If you have listened to Sinek's talk you already know, if you haven't listened it'd be better for you to do so rather than me trying to put it into words here. He is far more eloquent than I.

It is indeed all about the why.

While You Were Out…

2011-08-03T13:06:00-05:00

By: Robyn Greenspan

What have you done for yourself lately?

Take a look at your to-do list. Is there an equitable distribution between what you do for others and what you do for you?

If you're like most busy working adults, probably not. Your time is mostly allocated to your job, family, and obligated to "life maintenance" tasks like dry cleaning and the dentist, which are things we have to do and are not necessarily fun.

Take a few moments today to schedule something for yourself; it doesn't have to be especially time-consuming or extravagant. Before you read on to a collection of the best information to help you advance in your current role, find a new one, gain expert insight and learn what's happening in the marketplace, please tell us:

What will you add to your to-do list for yourself today?

Most popular in July:
Do You Know What Got You Here?
Handmade
Find Your Grand Canyon
What the Disappointing June Jobs Report Doesn�t Tell You About the Long-Term Trend

What you may have missed:
Networking May be Old School but it's Still Ivy League
Recruiter Confidence Dips Amid Economic Uncertainty
Are You Networking or Needworking?
Networking, As Easy as Sunday Morning
Breaking Out of a Slump and into a Big Smile
The Road to Employee Engagement is a Journey, Not a Destination
Six-Figure Hotline: Finding the Hidden Job Market

The blog posts that keep on giving:
Don't Expect a Recruiter to Meet Your Needs
What You Said: Leadership
Screaming
The Scam Artist All-Star List
10 Tips for Texting or Talking
Three Chords and the Truth
Peer Inside: The Scam Artist All-Star List
When Bad Interviews Happen to Good Candidates
More than Happy Feet

Summer Dip in Executive Hiring

2011-08-01T13:38:00-05:00

By: Joseph Daniel McCool

In July, 26 percent of 154 executive recruiters polled by ExecuNet reported they expect companies to leverage the economic climate over the next six months by adding new executive-level jobs. Also, 44 percent forecasted companies will "trade up" with new hires for existing management jobs to improve leadership bench strength. Another 17 percent indicated companies would elect not to add new management jobs, while 10 percent anticipated employers would choose to avoid filling current management-level vacancies. Three percent of recruiters expect companies to further cut top jobs, up from 1 percent in June.

ExecuNet's Executive Job Creation Index is based on a monthly survey of executive search firms and reflects responding executive recruiters� expectations of how companies are managing their executive talent needs. The Executive Job Creation Index compares the number of companies expected to add executive positions over the next six months versus those planning to downsize their management teams or delay filling vacant management roles. In July, that figure registered 13 points, down 10 points from June.

Networking May be Old School but it’s Still Ivy League

2011-07-29T13:52:00-05:00

By: Dave Opton

We at ExecuNet keep our eyes glued to emails and our ears attached to the phones, as we communicate with members constantly on a daily basis. Behind all the graphics are the individual stories of not just what happened, but more importantly, how it happened.

I like to keep my eye on the "how," because with all the hype around the Internet one would think that's the only way people make job changes. These days, if you say the word networking it sounds so yesterday. This type of thinking just makes me shake my head, because ever since ExecuNet was started over 23 years ago we have never stopped pounding the networking drum as the route by which most of our members make a change.

Every time I see a "Members Landed" report it brings a smile to my face for a number of reasons. First, I'm obviously pleased and happy for the member, and seeing real names instead of "green" or "arrows" etc., makes it real. Second, when I check out the "How They Landed" column it is almost as predictable as the Mets breaking your heart or the Giants blowing another game to the Eagles.

In case you are among those who think networking doesn't remain the most potent "how," here�s the way recent "How They Landed" stats played out:

Networking: 66%
Recruiter: 17%
Internet Posting: 17%

Learning: If you are in transition or just want to make a change from where you are at the moment, use your time accordingly.

Recruiter Confidence Dips Amid Economic Uncertainty

2011-07-27T13:38:00-05:00

By: Joseph Daniel McCool

In July, ExecuNet's benchmark Recruiter Confidence Index revealed that 42 percent of 154 executive search firm respondents were "confident" or "very confident" the executive employment market will improve over the next six months, down 12 points from June.

Confidence in the Executive Employment Market — Next 6 Months

Handmade

2011-07-25T13:35:00-05:00

By: Anthony Vlahos

There is some essential beauty in your hands.

A local pie maker bakes all his pies himself using organic ingredients from local sources. He makes all of his dough from scratch, mixing and rolling his pie crusts by hand. He distinguishes his business by delivering his pies to your door rather than selling them out of a shop. The fact that the man who makes the pie is the same person as the man who sells and delivers it makes the transaction fundamentally different than buying a pie at the supermarket.

A CEO pours his heart into his company...educating customers, one by one, about what great coffee can be through the romance and showmanship of a handmade latte. The barista who's hurrying and scurrying around, fiddling with her arsenal of machines, whipping this or drizzling on that, is part of the fancy beverage's appeal: It's being handmade, right in front of you. It seems better simply because you've watched somebody take the trouble to make it.

The daily mail arrives, and we excitedly open the note that comes in a unique envelope with distinct handwriting first; we can't wait to see who has written to us, and why. Sometimes we hold those letters aside to savor and enjoy after we're done sorting our bills and tossing the junk mail.

Pie making, handwritten notes, pushing a pretty good coffee shop to really great with innovative ideas, elegance and style...these are human acts. The priceless value of a handmade thing is the story it tells about the human being who made it. Specifically, their attitude. Handmade says to another person:

You love your craft
You're not so insulated that you can't make something especially for them
Time is precious, so are they
You're not so big that you can't deliver something in person, or shake someone's hand to let them know "we have a deal," or "I trust you"
This letter is for your eyes only, not everyone's, just yours. It's uncalculated, my grammar may be awful...I'm vulnerable and this is how you'll get to know me
I'm a human being, and I find my home not in an impersonal corporate structure, but in individual agency

Most importantly, handmade says I'm giving you something to hold on to in a throwaway world: a story, an expectation, a relationship, a memory...it's beautiful and priceless.

Another handmade thing, social media, gives us this priceless gift: permission to be a Maker — to create a conversation; to tell the truth on your blog (truthful hands tell true stories); to treat people as if they were human beings instead of just numbers; to take a few by the hand and lead them someplace better; to amaze a small group of people with your story and authenticity, connect with them directly and shape them into fans — the kind who will buy anything and everything you produce, drive 100 miles to shake your hand, have you sign their copies of your book, set a Google alert for your name, spread your truth to others — who can't wait for you to share your next beautiful, handmade thing.

There is some essential beauty in your hands. Take hold of the world with both of your hands and make a difference.

Are You Networking or Needworking?

2011-07-22T14:06:00-05:00

By: Lauryn Franzoni

Congratulations! You're taking charge of your career, and you've been reconnecting with everyone from college friends to people you met two jobs ago. Your network of contacts has quadrupled in size. You've connected — now what?

If your next step is to systematically contact these people to see if they've heard of any openings for a person with your strengths and qualifications, you're not networking, you're doing what career coaches call "needworking."

The people you are contacting know it. And they don't like how it makes them feel.

Put yourself in their place. They know and like you. You're not the one who rushes around cocktail parties pushing your business cards on people. You're the person they've relied on as part of a team. Now you are singling them out, putting them on the spot. How many executive job leads do you have in your back pocket?

I can hear you muttering, "But if the vast majority of executive jobs are found by networking, what else am I supposed to do?"

The first rule of networking is network unto others as you would have them network unto you. Translation: give, not ask. Your network needs to support you for many years. It will become brittle and weak if you are always asking it for favors. Instead, reach out to someone in your network and learn more about what they need. Look for ways you can help, by sharing your expertise or by making introductions on their behalf.

Think about what you know or can do that others would find beneficial. For example, long before a network was something electronic, ExecuNet's founder, Dave Opton, used his love of writing and communication skills to share useful information between a few dozen executives in our tri-state area. Then, he shared some expertise from a résumé writer, tips from a recruiter and some job leads some of the group members had heard about. Now, he's in the middle of a myriad of member discussion groups, while still making sure that members who need something get connected to the right someone to get it done regardless of whether it's about looking for a new job or doing a better job in their role.

When you are focused on the other person and what they may need, you don't have to burden the people you know best. Strangers with a few things in common with you become close connections. Names and faces on a web page become contacts you look forward to meeting in person some day. Instead of gathering more gumption to email someone you know well (for the fourth time), you are reaching out to someone totally new with the intent to improve their day.

The good thing about networking by giving ("paying it forward") is you become the person people run toward, not away from. Forward motion creates opportunity.

Breaking out of a Slump and into a Big Smile

2011-07-20T13:41:00-05:00

By: Margaret Pisani

Following my previous post about Derek Jeter, he came out of his slump in a wonderful way. Jeter went five for five on a day when he delivered hit number 3,000 with an uncharacteristic home run to left field. True to his competitiveness and respect for the game, you could see he was just as happy to have his 3000th hit, as he was to tie the game up for his team. And later, hit number 3,003 drove in the game-winning run.

It's not just that he has more hits than any other Yankee or that he's reached the 3,000 hits milestone — a feat achieved by only 28 of the thousands of players on all teams over the 100+ seasons of baseball. Other players will join the 3,000 hit club, but I bet Jeter will be the last one to hit them all for one team. His loyalty was rewarded by getting it done at home, in front of the faithful NY Yankee fans.

Jeter continues to teach me important lessons in business and my career. His individual success is always perfectly complementary to the success of his team. His persistence and determination and endurance led to this achievement. There's some luck involved too: some bloop hits, being drafted by a winning franchise and the blessing of good health. And he didn�t stop at 3,000; the milestone was a marker on the way to what matters most to Jeter: winning a game.

There's more work to do, better look ahead. Jeter did not have a goal to get 3,000 hits in his career. He set out to win a championship — and then another, and then three more. Always setting a new goal inspires me to get that one extra thing done that can impact my career, touch someone, grow my business and move ahead.

Businesses don't succeed on their own; they take teamwork with co-workers, partners, vendors and customers. One of our members wrote: "There is no better feeling than winning when you can contribute in a win." Well said, Rich. Take responsibility when things go wrong, and give credit to your teammates when things go well. Even if they don't deserve it, they will work harder to make it true the next time. Success comes when we are all striving to achieve the same goal.

If growing the business of "you" is the goal, break it down into smaller, measurable goals. Early success will lead to motivation and persistence. Focusing on what you can control will help you achieve your greatest potential.

Derek Jeter's love of what he does is so evident, he couldn't help but do it with excellence. May we all emerge from our slumps with such glory.

Find Your Grand Canyon

2011-07-18T13:34:00-05:00

By: Robyn Greenspan

My first visit to the Grand Canyon was early October 2001, a reflective time to be visiting a national treasure during a period of national mourning. I remember thinking that it was impossible for something so big to be so quiet, as though the rocks were observing their own solemnity.

Nearly a decade later, I returned to the natural wonder for the second time for a vacation, and I was struck by the hum of activity: tour buses, fewer open walking trails, many more people than I remembered. The view was just as magnificent and breathtaking as it was a decade ago, and I also looked forward to the next day's Grand Canyon experience that would provide another perspective and a bit more solitude: a trip to the bottom.

In addition to great photos and dirt on my shoes, I brought back some things I learned about work from spending time in Sedona, at the South Rim and in the Colorado River at the Canyon floor with our tour guide, Joe:

Be part of something big. It doesn't have to be a company, your title, paycheck, or something that changes the world in a grand way. It can be an idea; even a small one can feel big when it is meaningful.

Make your passion contagious. Joe, the guide who took us to the bottom of the Canyon, seemed to embody the rocks and history, and was so inspired by his work, that he heightened our enthusiasm over a very hot and tiring 12-hour day.

Become an expert. When you couple Joe's deep knowledge of geology with his passion, insidious learning was inevitable. I don't think I will forget his mnemonic device for some of the Grand Canyon's rock layers: "Know The Canyon's History" = Kaibab, Toroweap, Coconino, Hermit.

But stay teachable. Joe earned amateur status as a geologist through advanced education at local colleges but also continually took classes in religion, history, American Indian culture and everything else that interested him.

Embrace storytelling. On the long ride back up the unpaved 19-mile road from the bottom of the Grand Canyon and the couple hours drive through historic Route 66 to Sedona, Joe regaled us with expertly intersecting stories of Native American, Western and Arizona history, perfectly timing specific plotlines to coincide with landmarks on our journey. While hiking in 105� had drained us, we stayed riveted to Joe's words rather than sleep.

Stay excited. While in Sedona, I wondered if people who lived there ever tired of the same brilliantly red and glorious mountain scenery in their backyards until someone pointed out that visitors to New England probably felt the same way about our lush greenery and pristine white snow. I returned home looking at my state through fresh lenses.

Find a reason to get up in the morning. Many of the people I met whose work connected them to the outdoors said that despite long hours, hot weather, monsoon rain, occasional flash flooding, and often physical exertion, they couldn't wait to return the next day and do it all over again.

Know that "schist happens." Forgive the unoriginal geological pun, but schist, oversimplified, is multilayered rock that splits easily. What may appear to you as a large, dense mass might actually be parsed into more easily manageable smaller pieces.

While You Were Out…

2011-07-15T14:35:00-05:00

By: Robyn Greenspan

To be successful in job search today is to set a focused goal and mount a strategic campaign armed with a well-researched list of target companies, strong relationships that can lead you through a chain of referrals, a polished personal marketing program, an online reputation communications plan, and, of course, a sharp skill set and depth of experience.

Yet, some land in new roles through less calculated methods: being in the right place at the right time; tolerating higher levels of risk than others; conditions that stimulate promotion; family ties; etc.

Hopefully, no matter the method you took to get there, you retain the position through your merits and build your own success.

Before you read on to a collection of the best information to help you advance in your current role, find a new one, gain expert insight and learn what's happening in the marketplace, please tell us:

Did you land in your last job by choice or by chance?

Most popular in June:
More than Happy Feet
What You Said: Leadership
Sure-Thing-Taking
Three Chords and the Truth
Don't Expect a Recruiter to Meet Your Needs
Executive Job Market Won't be Going on Summer Vacation

What you may have missed:
Recruiter Confidence Sags Amid Mixed Economic Signals
How to Succeed Where Other Leaders Fail
When You're Feeling Needy, Give to Your Network
If I Had a Nickel
Your Career isn't a Generic One Size Fits All

The blog posts that keep on giving:
Sorting Good Turnover from Bad Turnover and Why Retention Requires No-Nonsense
10 Lessons on Coming Out of a Slump
The Scam Artist All-Star List
Cultural Intelligence: How a High CQ Can Help You Land Your Dream Job!
When Bad Interviews Happen to Good Candidates

The Road to Employee Engagement is a Journey, Not a Destination

2011-07-14T13:09:01-05:00

By: Joseph Daniel McCool

Given the economic and organizational pressures of today, many human resource leaders are talking about employee engagement, engagement surveys and getting their people back on track.

But it's especially important to recognize that arriving at some improved, future condition of employee engagement is a journey, not a destination.

True, employee engagement is essential to maximize enterprise return on talent, and engagement surveys can help organizations establish a baseline or snapshot of engagement at a point in time. But where the rubber really hits the road is the point at which HR leaders recognize that no single program can guarantee a cross-workforce increase in engagement. That's because employee populations — yes, plural — work differently and will respond differently to new engagement initiatives and stimuli.

Of course, enterprise culture is the foundation upon which engagement must be built, and leaders' decisions about how and with whom they spend their time and attention either helps cement that foundation or chips it away brick by brick.

Engagement shouldn't become a "project," nor can it be realized with broad-brush strokes. Rather, it must be realized through targeted means that recognize the way to engage employees is to understand what they value, what they expect from the organization and its leaders, and what it will take to get them to give it their best every day.

Engagement requires continual focus on aligning corporate needs with individual needs. Connecting meaningfully with employees, listening to them, providing them feedback and encouraging them to see how they're contributing to enterprise objectives is critical, and understanding that the levers of engagement aren't all the same.

What the Disappointing June Jobs Report Doesn’t Tell You About the Long-Term Trend

2011-07-12T13:09:00-05:00

By: Mark Anderson

The June jobs report, released last Friday, was clearly disappointing in its aggregate picture. The total economy gained just 18,000 jobs in June, sharply missing most expectations and coming in even weaker than the 25,000 jobs added in May and significantly down from the three months prior, which had averaged over 200,000 jobs created monthly.

If there was any good news, it was that private sector businesses continued to add jobs in June (+57,000) — but again at levels slightly lower than May (+73,000) and significantly lower than the average in February through April. Currently, the private sector continues to show job growth, while the public sector is a clear drag to the overall economic numbers.

Getting amplified by the disappointing numbers for the second month in a row is the question: Has the long-term trend changed, and what does that say about the growth in the economy?

The June employment report alone does not tell the full story. The day before its release, other indicators were much more positive: Unemployment claims were down and ADP payroll report showed significant increases in the employment arena. The chart below shows total employment over a longer horizon than of the last several months and emphasizes the positive, albeit slow, growth and uneven environment we are currently navigating.

The disappointing employment numbers from the government last Friday clearly end the hopes that the crescendo of private sector jobs creation seen earlier in this year will continue to accelerate. But, nothing in these numbers portends a dip into a recession — though this is always possible.

Economists continue to predict stronger growth in GDP and jobs creation as we head to the second half of the year. They see continued government layoffs but stronger private sector job increases. As government cutbacks reduce private sector job growth through the end of the year, we may continue to see overall job creation to be small.

Business uncertainty remains the overall culprit according to economists. Uncertainty surrounding federal spending and tax policy, healthcare costs, added regulations or delays in setting the rules in various sectors make businesses slower to invest. The consumer deleveraging is still in the positive trend we have seen since the downturn — which is very positive, but spikes in oil prices and commodities prices earlier this quarter had a greater impact on consumer spending levels than would have been expected.

For executives, we see a more positive trend than the overall market but still nothing to "write home about." There are also growth differences by state and by industry sector. The slowest growth in employment is found in Nevada, Utah, Colorado, West Virginia and Georgia. The fastest growth is in North Dakota, South Dakota, Nebraska, Minnesota, Oregon, Michigan, Illinois, Kentucky, Tennessee and Vermont.

With world growth continuing at about 4 percent per annum, businesses involved more globally continue to expand, as do healthcare companies who continue to benefit from the aging population that doesn't stop during a downturn.

In considering your own "personal employment potential picture," don't get lost in the "macro" perspective. If you do, you may miss the "micro" opportunities that relate to jobs becoming available — jobs that directly match your skills and area of interest. You only need one job to be right for you. You don't need the entire economic picture to clarify to get that one job.

Six-Figure Hotline: Finding the Hidden Job Market

2011-07-11T13:35:00-05:00

Do You Know What Got You Here?

2011-07-08T13:57:00-05:00

By: Lauryn Franzoni

Do you remember how you landed your last job? Can you tell me specifically what you did to land it? Probably not. It's just not something we spend much time thinking about — until we have to.

Now, if I asked you what you did to deliver last quarter's revenues or to ensure a new product reached the marketplace in time, I'm betting you can explain very specifically how you and your team accomplished that objective. And you'll tell me with enthusiasm, vigor and pride.

That's how I'd like you to feel when you tell a friend about the next step you take in your career. You had a plan, an objective and a team to contribute to making sure the objective is met. But what should that plan include, and who's on the team to help you accomplish it? Good questions right? Most of us mobilize great teams with a variety of skill sets when we are working within an organization. But when we're working on our own career moves, it's a team of one.

If you aren't sure exactly what got you where you are, it's going to be tough to get where you want to go.

ExecuNet member Roger B. told me his transition gained momentum once he realized the perfect job wasn't going to magically materialize in a job board alert. In fact, he wasn't even sure what the perfect job might be. Once Roger started talking with executives he met at one of our facilitated networking meetings, he realized his skills had even more value outside his current company than within it. With the same experience he'd honed at work, he began building on that knowledge to land a new role.

Roger's experience isn't unique. But it is instructive. His company invested in training when it would benefit the firm, but like many others, it didn't invest in individualized career planning for its leaders or its staff. To help himself, Roger listened to some of the coaching programs available to all members and outlined a business plan, including steps to become more noticed in his current role and to quietly begin making meaningful connections that could open new options for him. Because he'd learned how to use job listings and our salary tool to assess his own market value, he was in a much better position to negotiate.

What's Roger's advice to you?

"If all you are doing is working hard with your head down, no one is going to come find you and present you a new opportunity. You need to form your own project team, use job listings to assess the marketplace and make sure the materials you are using — résumés, cover letters and profiles — clearly communicate your value. Since you don't have employees to do this, qualified coaches are great to help you articulate your value clearly, act as a sounding board. When you are specific about what you want to achieve, it means other executives can be much more helpful to you."

After a stale couple of years, Roger used the advice and connections he made with his membership to get his career moving again. Now he's downloading our webinar What to Do in Your First 30 Days so he can align his new team around key actions and drive some early wins in his new role.

Economic Uncertainty Slows Otherwise Encouraging Executive Job Creation

2011-07-07T13:54:00-05:00

By: Joseph Daniel McCool

Two leading indicators of projected executive job market expansion — a monthly forecast of management-level job creation and a separate reading on executive recruiter confidence — lost ground in June but continue to paint a generally positive portrait of management hiring plans over the next six months.

In June, 29 percent of 153 executive recruiters polled by ExecuNet reported they expect companies to leverage the economic climate over the next six months by adding new executive-level jobs. Also, 48 percent forecasted companies will "trade up" with new hires for existing management jobs to improve leadership bench strength. Another 15 percent indicated companies would elect not to add new management jobs, while seven percent anticipated employers would choose to avoid filling current management-level vacancies. Only 1 percent of executive recruiters expect companies to further eliminate executive jobs.

Networking, As Easy as Sunday Morning

2011-07-05T16:25:00-05:00

By: Robyn Greenspan

Nearly all of my media consumption is technology driven, but every Sunday morning I still read The New York Times the old-fashioned way. The paper is so big it can't be contained in one day�s delivery; half of the paper arrives in my driveway Saturday morning, the rest on Sunday.

The signature blue plastic bag is dependably always outside waiting for me when I awake. It shone like a beacon atop piled high snow drifts this past winter, and it is easily detectable when it winds up amidst calf-high neglected grass in the summer.

Ritualistically, I spread the sections out across my dining room table, brew my coffee, program some Pandora channels on my iPad or pick the right playlist on my iPod, and prioritize first reads, what can wait, and the recycle pile (Sports).

It's a very simplistic activity that brings me comfort, joy and knowledge, and yet it is completely dependent on a relationship with someone I've never met — the delivery person.

Meeting someone in person is no longer a qualifier of character, as many of us know with all the virtual relationships we manage. Direct eye contact or firm handshakes are not the ultimate tests of truth, reliability, dependability or commitment. It's about demonstrated action, consistency and follow-through across any communication channel.

Here are some things to keep in mind as you strategically build your network, and also opt in as a connection for others:

Not everyone in your network will be consistently reliable "go to" people, but you want to have enough of those dependable connections so you don't exhaust the same few. You might ask that core group to become your informal board of advisors, and vow that you'll do the same for them.
You won't be able to help everyone who reaches out to you, but never ignore a request. Either make a referral, an introduction, or, at the very least, acknowledge the inquiry with a promise that you�ll pass any new information their way.
Rip up the mental scorecard. It becomes too hard to keep track of who did what for whom and a lot easier to just do for others what you are capable of doing.
While you don't necessarily have to meet people face-to-face to build strong relationships, occasionally pick up the phone so you can connect on another level and create greater intimacy. My NYT delivery person understands this when he takes our relationship off the sidewalk and sends me an annual holiday card. In response, I send him a monetary gift of appreciation.

Recruiter Confidence Sags Amid Mixed Economic Signals

2011-06-27T14:35:00-05:00

By: Joseph Daniel McCool

ExecuNet's benchmark Recruiter Confidence Index revealed that 54 percent of 153 executive search firm respondents were "confident" or "very confident" the executive employment market will improve over the next six months, down 12 points from May.

A string of mixed economic indicators and continued challenges related to unemployed weighed on recruiter confidence, which nonetheless remains in positive territory and which has trended very positively over most of the past 12 months.

Confidence in the Executive Employment Market — Next 6 Months

"On the surface, and especially in the wake of a string of disappointing economic signals and perhaps some seasonal influences, our latest data reflects a real sense of caution on the part of employers," says ExecuNet President and Chief Economist Mark Anderson. "But lift the cover of short-term economic uncertainty from the broader trend lines, we're still left with a decidedly positive story line about management-level hiring plans and activity, albeit it at a somewhat slower pace," he added.

Introduced in May 2003, ExecuNet's Recruiter Confidence Index is based on a monthly survey of executive search firms and recognized as a leading indicator for the economy and the executive job market. A reading at 50 percent or above indicates recruiters are "confident" or "very confident" the number of executive search assignments launched by employers in the next six months will increase.

How to Succeed Where Other Leaders Fail

2011-06-24T13:34:00-05:00

By: Robyn Greenspan

"What you do on a cell phone is far from the most important thing of the day. What you do in front of people is far more important." That's an odd statement coming from the former CEO and president of Verizon Wireless, but Denny Strigl, as a leader, is more invested in people than technology.

In an exclusive presentation to ExecuNet members, Strigl, with co-author of Managers, Can You Hear Me Now? Frank Swiatek, shared the common reasons leaders struggle and how to deliver results without getting derailed.

Where managers typically get tripped up is they have the wrong focus, not keeping their eye on, what Strigl calls, the "Four Fundamentals:" growing revenue; getting new customers; keeping existing customers; and eliminating costs.

"Managers fix the same problem over and over because they never took the time to find the root cause of the problem," said Strigl.

Or, leaders get stymied by trying to make too many people happy, which Strigl said, there is real failure when managers try to befriend people who work for them. "What I have always found is employees are happier when they are contributing to the bottom-line results of the company or department," Strigl told the ExecuNet audience.

Finally, self-importance can be what unhinges a leader. Strigl related sage advice he received from his boss, the chairman, when he was CEO of Ameritech Mobile Communications. "I was told the stripes that are on my uniform, coat, shirt, stay on the uniform. They're not mine. They come off with the uniform," recalled Strigl. "The most important focus is the customer, employee, shareholders. It's never about you. Don't focus on you."

Rather than linger on the factors contributing to failure, Strigl talked about what he learned were the key ingredients that have helped drive him to lead companies to success during the evolution of the telecommunications industry.

Integrity: which, Strigl said, was more than honesty. "An honest manager can lack integrity. 'Yes, I took the money from the vault' is an honest statement. Integrity is doing the right thing even when no one is watching."
Trust: Integrity enables trust and that enables respect to be built.
Respect: Must be two-way.
Accountability: "It isn't what people hear from you; it is what they see you do," said Strigl, adding that leaders should be working out problems with the team, rolling up their sleeves. "Develop a positive shadow," he recommended, and others will model that behavior.
Daily discipline: Keep your message consistent, focused and relatively the same. Strigl said it was important to project that you're not "going to change with flavor of the month, quarter or year."

Co-author Swiatek added that managers also need the discipline to keep things simple, recommending all memos, strategy, ideas, performance appraisals, or any other unnecessarily long documentation be limited to just 1/2 sheet of one side of one sheet of paper.

Strigl simplified email communication even further: "If you can�t say it in the subject line, you can�t say it."

Three Chords and the Truth

2011-06-21T13:57:00-05:00

By: Anthony Vlahos

Wild Thing. Blowin� in the Wind. All Along The Watchtower. Bad Moon Rising. Ring of Fire. Brown Eyed Girl. Workin' Man Blues. Countless Ramones songs.

The basic twelve-bar blues progression is three chords: tonic, subdominant, dominant. Most early Rock & Roll (Elvis, Chuck Berry...) was simply Blues played cut-time.

Cut to Lou Reed of The Velvet Underground: "One chord is fine. Two chords is pushing it. Three chords and you're into jazz." Some Hank Williams' tunes have only two chords.

The songs of Tom Waits are brilliantly creative lo-fi masterpieces. Their base? Usually three to five chords. Yet, there's no mistaking his songs, accentuated by the rumble and rasp of his voice, for anyone else's. Tom convinces us he exists in a world populated only by freight trains and hobos, barmaids and rodeo clowns.

Three Chords and the Truth: It's not about how many chords you play. It's about eliminating the unnecessary so that the necessary can be heard. Subtracting the obvious, leaving only the meaningful. Sharply defining yourself so you can cut through the noise and competition, right into the hearts and minds of your fans.

Fundamentally, it's about sacrifice. Giving up something can be good for your art (and business). Adding more can weaken it. The more you layer on, the more "complete" and "perfect" you try to make your offering, the more you risk undermining your differentness — not to mention delaying your fans� gratification. Followers of The Dead, Nirvana, Dylan...care much more about interpersonal connection — the one thing that can't be sampled — than perfection.

Leaders, the ones who get out in front of their followers (and competitors), who shake things up and stir movements, know:

You can't create a movement without a differentiating idea.
You can�t be everything to everybody.
Being just like the other guys, but trying harder, won't make you great, but it does make you a poser.
The best thing you can do is to keep a narrow focus on your story.
The right strategy is to stay focused on your audience — not someone else's, yours. Chase another and odds are you'll chase away your original fans.
If you stay in the garage, you'll always play in the garage. You need to communicate your differentness or the truth won�t spread.
Followers are better at marketing than leaders are

Three Chords and the Truth: It's not just all you need, but all you should ever use. When you tell the truth, you don't have to remember anything — except maybe a few chords.

What You Said: Leadership

2011-06-17T13:01:00-05:00

By: Robyn Greenspan

In a recent blog post, Screaming, ExecuNet CMO Tony Vlahos shared what he thought were the characteristics that made a great leader. More than 100 of our readers responded, chiming in with the qualities they felt necessary for effective leadership.

We've captured and visualized your comments into this word cloud, where, based upon frequency, you can see what you said were the top attributes for the leaders you want to be, and want to follow.

As you reflect on whether you want 'em or you got 'em, we'd also like to know how you are feeling about your job these days.

What one word would you use to describe how you�ve handled your recent challenges? We'll share the results so you can see your collective mood around employment.

When You’re Feeling Needy, Give to Your Network

2011-06-15T13:41:00-05:00

By: Robyn Greenspan

When you're looking for a job, the first instinct is to call your A-list and ask if they know of any openings. However, that's not networking; it's need-working. What you should do is separate yourself from your emotions; stop the impulse to collect business cards and ask yourself, "What can I do to help people in my network?"

Resist the urge to talk about you, become a great listener and find out what others need. You'd be surprised what naturally comes up in conversations where you could provide help — a referral, suggestion, introduction, or just some time and attention. ExecuNet CEO and Founder Dave Opton shares his experience and what he has seen to be most effective for executives.

If I Had a Nickel

2011-06-13T13:25:00-05:00

By: Dave Opton

Everyone knows the "If I only had a nickel..." phrase, and I know we all have dozens, if not hundreds, of situations where we have thought of those famous words as we sat frustrated over one thing or another.

The most recent instance for me actually wasn't one of frustration but rather was much more positive, although it didn't necessarily start out that way. So why did the "If I only had a nickel..." phrase run through my mind?

Essentially, it did because ever since I moved from an "us" to a "them" in the management world, I have been fascinated by the books that seem to be published every other week by professors, consultants and current or former CEOs — all of which promise to answer my every prayer in terms of managing, leadership and overall organization effectiveness. So, it was pretty natural to think, "Here's another one" when I picked up Workarounds That Work by Russell Bishop.

All that turned positive, however, after I was fortunate enough to have him join me on a weekly call that I do with ExecuNet members; we it call Six-Figure Hotline, and members can raise questions on any subject they want, be it career-related or business-related.

At the time of the call, I only knew of Russell by reputation as an editor and columnist for Huffington Post and a consultant with a long history of success. I was anxious to have him on the call, however, because logic suggested that his experience and success was likely built the same way it is for most of us — by dealing with one person at a time, and if his approach worked for organizations, it probably would work for those who make up the organization.

I am not reviewing it here — you can go to Amazon for that if you like. I bring it up on this blog only to say that while I cannot begin to bring Russell's experience as a consultant or his skills as a communicator to this space, I can and do think any executive who feels the need for some insights into trying to figure out the workaround situations that face us almost daily, would benefit by checking out his book.

And there is another reason as well, and which is, of course, the real reason as to why I am so thumbs up on this book: Much of what the book suggests makes me feel my own theory about organizational issues has been vindicated by a source with real credentials. Now I can say: "If you don't believe me, then see what Russell Bishop has to say and then tell me I'm nuts."

While You Were Out…

2011-06-10T13:37:00-05:00

By: Robyn Greenspan

"Networking," in various forms, is the top response when we ask corporate leaders about how they connect to career options in our annual executive market intelligence survey, and we've posed similar questions to our LinkedIn and Facebook groups.

Before you read on to a collection of the best information to help you advance in your current role, find a new one, gain expert insight and learn what's happening in the marketplace, please tell us:

How did you find your last job?

Most popular in May:
7 Things Your Mother Didn't Tell You About the Job Report Last Friday
Recruiters Expect 38% of Companies to Add Management Jobs
First We Kiss
10 Lessons on Coming out of a Slump
Tell Them Why They Want You

What you may have missed:
Innovation Library
Sorting Good Turnover from Bad Turnover and Why Retention Requires No-Nonsense
Six-Figure Hotline: Educators Make Great Employees
The More Things Change...
Don't Read this Headline
Back to Basics

The blog posts that keep on giving:
10 Tips for Texting or Talking
Will this Résumé Open Doors for Me?
Screaming
Cultural Intelligence: How a High CQ Can Help You Land Your Dream Job!
The Scam Artist All-Star List

Executive Job Market Won’t be Going on Summer Vacation

2011-06-09T13:20:00-05:00

By: Joseph Daniel McCool

Executive job seekers and employed managers considering a career move would be wise not to put their career planning and professional networking on the shelf this summer.

Two leading indicators of projected executive job market expansion — a monthly forecast of management-level job creation and a separate reading on recruiter confidence — suggest continued hiring activity through the summer and fall. Recruiters expect 80 percent of employers to recruit for new management roles or trade up with new hires for existing roles.

In May, 36 percent of 162 executive recruiters polled by ExecuNet reported they expect companies to leverage the economic climate over the next six months by adding new executive-level jobs. Also, 44 percent forecasted companies will trade up with new hires for existing management jobs to improve leadership bench strength. Another 15 percent indicated companies would elect not to add new management jobs, while 4 percent anticipated employers would choose to avoid filling current management-level vacancies. Only 1 percent of executive recruiters expect companies to further eliminate executive jobs.

ExecuNet's Executive Job Creation Index is based on a monthly survey of executive search firms and reflects responding executive recruiters' expectations of how companies are managing their executive talent needs. The Executive Job Creation Index compares the number of companies expected to add executive positions over the next six months versus those planning to downsize their management teams or delay filling vacant management roles. In May, that figure reached 30 points, representing the seventeenth consecutive month the index has held in positive territory.

"In some years past, we've seen a seasonal slowdown in executive hiring activity due in part to corporate interviewers and/or management job candidates taking vacations," says ExecuNet President and Chief Economist Mark Anderson. "But if you consider our latest market data forecasting continued executive job creation and continued recruiter confidence, companies don't appear poised to put the brakes on their most critical hires, and summer may actually be an opportune time for job seekers and in-role executives to keep their job search and business networking activities in motion."

More than Happy Feet

2011-06-07T20:28:00-05:00

By: Robyn Greenspan

Tony Hsieh, CEO of Zappos, has a simple mission: Delivering Happiness. Not only to shoe customers, but to those who buy anything from the company's growing product line, as well as Zappos' employees.

But why stop there? Hsieh wants anyone who has any experience with Zappos to be happy. Even more ambitiously, he wants to create a happiness-inspiring corporate culture that every company will want to model.

Hsieh draws upon two contrasting examples to make the case for happiness in the workplace. LinkExchange, the company Hsieh founded in 1996 was a fun place to work when the office was filled with 20 of his friends. But when the company grew and Hsieh had to hire based on résumés and skill sets, he neglected the importance of cultural fit.

"By 100 people, I dreaded getting up and going to work. That's when we decided to sell," said Hsieh. Microsoft reportedly paid $265 million for the company in 1998, but the culture was so poor that Hsieh said most of the early employees left shortly after the sale.

Conversely, Zappos, which openly commits and invests in creating a culture of happiness for both employees and customers, was acquired by Amazon in 2009 in a deal valued at roughly $1.2 billion. Zappos remains independent of Amazon with Hsieh still at the helm, where he leads culture and hiring.

While Hsieh placed little emphasis on profit during his presentation at the World Innovation Forum, where ExecuNet reported, he pointed out that "data shows that companies with a higher purpose generate greater profits than competitors without that focus."

Zappos, which Hsieh considers "a service company that happens to sell shoes," remains committed to its 10 core values that drives hiring and shapes the culture:

Deliver WOW through Service
Embrace and Drive Change
Create Fun and a Little Weirdness
Be Adventurous, Creative and Open-Minded
Pursue Growth and Learning
Build Open and Honest Relationships with Communication
Build a Positive Team and Family Spirit
Do More with Less
Be Passionate and Determined
Be Humble

"It doesn�t matter what your core values are�as long as you commit to them," said Hsieh. "Don't make your core values just a meaningless plaque on the wall."

Your Career isn’t a Generic One Size Fits All

2011-06-07T12:48:00-05:00

By: Lauryn Franzoni

Just because you've decided you want to do something more or different with your work, doesn't mean you have to be treated like everyone else. Aren't you tired of "one size fits all" prescriptions that, in fact, don't fit you and were never expected to fit someone who has accomplished what you have to become a senior executive in your organization?

When you decided to invest time, energy and resources in getting a better job, you already knew you were going to have to clear some time on your calendar, sacrifice some personal plans and do some new things — maybe even a little risky. That's how you got to where you are, and it's part of how you will get where you want to go. But that doesn't mean random people have the right to clutter your inbox or waste your time because they think connecting to you will help them. When you need career support to take the next step, don't settle for a generic solution.

Expect Experience. You're an accomplished executive, and you should demand to be treated like one. If you were hiring for a start-up company, you'd look for the most experienced talent in the market — people who have delivered on the tactics you need to succeed. Don't settle for less.
Seek Referrals. Is the organization one that your friends and colleagues know and value? Has it been around longer than just riding the wave of the last economic expansion? Look for the people and services to help you mobilize your efforts in a meaningful way, because they've done so time and again for leaders like you.
Keep Exclusive Company. When everything else is equal, you (and your professional profile) will be known by the connections you make. Random connections imply random action. Strategic connections to your peers will be seen as a powerful resource.
Seek Personal Attention. Your needs are special. Seek resources where you can actually talk to knowledgeable people, tap their expertise, discuss your expectation and receive personal introductions to experts who can assist you.
Be Current. Leaders can't survive if their trusted resources are out of date or narrow in focus. Look for expertise that is focused on your success five years from now, not five years ago. You shouldn't have to be the authority on market trends or best practices in career management. You know how to lead in your field; expect the same vision and expertise from the people you trust to help you move ahead.

You've spent years honing your performance to be the kind of leader successful companies dream of hiring. When you are looking for resources to help you attain your career objectives, look for people who are as experienced and exacting as you.

Job Market Loses Momentum but Executive Prospects Still Positive

2011-06-06T14:59:00-05:00

By: Mark Anderson

At only 54,000 jobs created, the US jobs report on Friday was disappointing. Private sector jobs increased 83,000 but were still below the average of the first four months of 2011. Economists were expecting approximately 170,000 jobs to be added in May and similar numbers for the private sector.

One month does not make a trend, but the lower number of jobs created certainly shows a loss of momentum. It does continue to reinforce the unevenness of the recovery and shows the economy's continued slow advance against earlier hopeful expectations for a fuller rebound.

The rising commodities and energy prices provide the backdrop to the slowdown and may be taking a toll on the manufacturing sector and consumer spending which had been making a comeback.

Whether or not companies start to pull back on hiring plans in the next several months is the thing to watch looking forward. We will monitor and report on this in our Executive Job Creation Index and Recruiter Confidence Index, which have always been leading indicators for the economy and the executive job market. So far, despite the May pull back, these remain fairly solid and consistent with a long-term trend of slow and steady growth.

Sure-Thing-Taking

2011-06-06T14:12:00-05:00

By: Anthony Vlahos

Why not go out on a limb? Isn't that where the bird is?

We can risk curiosity. In fact, business leaders have to. Without curiosity, our thinking gets small and our vision narrows. With it, real innovation and growth can happen.

We forget to hire for curiosity. The employee who asks "why" a lot; who is inner-directed and develops her own ideas; who is always doing that which she cannot do, so she may learn how to do it; who explores first and then considers whether she will accept the ramifications — that cat often winds up in lockdown.

On the other hand, employees who are not the least bit curious; who wait around for someone else to tell them what to do; who lie low to avoid trouble; who act only from a cautious sense of duty; who limit the chances they are willing to take — well, they're easier to manage.

An incurious organization will never get better at bird catching. The prize will go instead to a more curious, nimbler competitor — the cat with the fine and focused vision that has the guts to go out on a limb and reach for it.

Curiosity makes the cat.

Curious leaders:

Never satisfy their quest for the unknown
Wonder against all resistance
Spring on new ideas
Mate with existing ideas to create new ones
Think up and do new things
Align followers by giving them clear and specific actionable steps for executing ideas
Take risks that keep them in the game, even if they lose their footing momentarily
Do the cat math: Add up the cost of failure. If it isn't greater than the cost of not finding out, go for it.
Bounce back from setbacks
Thrive in ambiguous circumstances
Discover plenty of opportunities to do something extraordinary every day

It's the curiosity, the flexing and the passion that provide the foundation for innovation. No curiosity, no innovation. No risk, no innovation. Yes, risk-taking is inherently failure-prone. Otherwise, it would be called sure-thing-taking. Where's the adventure in that — for you, your company or your customers?

Once you believe in yourself, you can risk curiosity. Meow. Go do something new.

Recruiter Confidence Suggests Solid Hiring Activity Ahead

2011-06-01T13:39:01-05:00

By: Joseph Daniel McCool

A leading indicator of where executive hiring will go this summer and fall remains decidedly positive. In May, ExecuNet's benchmark Recruiter Confidence Index revealed that 66 percent of 162 executive search firm respondents were "confident" or "very confident" the executive employment market will improve over the next six months, up one point from April.

"In some years past, we've seen a seasonal slowdown in executive hiring activity due in part to corporate interviewers and/or management job candidates taking vacations," says ExecuNet President and Chief Economist Mark Anderson.

Confidence in the Executive Employment Market — Next 6 Months

"But if you consider our latest market data forecasting continued executive job creation and continued recruiter confidence," Anderson adds, "companies don't appear poised to put the brakes on their most critical hires, and summer may actually be an opportune time for job seekers and in-role executives to keep their job search and business networking activities in motion."

Introduced in May 2003, ExecuNet's Recruiter Confidence Index is based on a monthly survey of executive search firms and recognized as a leading indicator for the economy and the executive job market. A reading at 50 percent or above indicates recruiters are "confident" or "very confident" the number of executive search assignments launched by employers in the next six months will increase.

Innovation Library

2011-05-31T13:30:00-05:00

By: Robyn Greenspan

Once again, ExecuNet was invited to partner with HSM at their World Innovation Forum as key members of the Bloggers Hub, reporting the powerful insight and thoughtful commentary from the global leaders and business icons onstage — and backstage.

We'll be capturing the event in real-time with live blogging and tweeting so you can follow the thought leadership of Clayton Christensen, Zappos' Tony Hsieh, Roger Martin, Daniel Pink, Jeanne Meister and others. But since they don't hit the stage until June 7 and 8, here are some of the blog posts and exclusive video interviews from World Innovation Forums past to prepare you for the future:

Robert Brunner on Innovating Ideas into Objects
Creating Value through Green Strategies
Realizing Educational Opportunities for All
Follow the Leader: Michael Porter
Marketing and Web 2.0
Follow the Leader: Seth Godin
The Customer is the Driver
Tweet All About It
Management Today is Outdated
Do the Impossible — Ignore the Lizard
Follow the Leader: Joel Makower
When Failure Means Success
Keeping the Wrong Leaders Out of Your Organization
Chip Heath and the Elephant
Xerox CEO Ursula Burns on What it Takes to Drive Innovation

Want some more innovation? Here are some other insights on the topic:
Breaking Away to Innovate
Uncertainty Breeds Success
Innovating When Trapped in Hostile Territory
Is this Your Career�s Sputnik Moment?
To Do List: Change Your World

Is there one innovation guru you follow and draw creative energy from?

Sorting Good Turnover from Bad Turnover and Why Retention Requires No-Nonsense

2011-05-27T12:58:00-05:00

By: Joseph Daniel McCool

That's how Jeff Kortes, author of No Nonsense Retention: Painless Strategies to Retain Your Best People, frames the issue of sustaining organizational performance by getting the most out of top performers and acting on bad hires before they drain productivity and morale. If your organization isn't already thinking about how to keep its best people, time is of the essence.

"When this economy turns around, there is going to be a critical shortage of quality people," says Kortes, who also runs an executive search firm and leadership training school. "It should stop people in their tracks. Employers have been lulled to sleep during the recession. There's a lot of pent-up desire [among employees] to move. You better be developing your strategic retention process now," he adds. But it's important to keep in mind that the goal should not be to retain 100 percent of an employer's existing workforce or management team.

"Firing a non-performer is good turnover," Kortes says. "When a top performer leaves to go elsewhere and leaves your organization with a huge void, it's bad turnover. It can affect the performance of the whole organization." And often does.

For HR leaders and line managers alike, the challenge is focusing everyone on performance, and letting questions about individual and team contributions to production follow a natural course that leads to decisions.

"If you are going to maximize your organization's performance, you have to make a conscious, top-down management decision and commitment to develop a no-nonsense approach to retention," Kortes says.

Keep in mind that the performance and influence of top management leaders are the subjects of the most internal scrutiny. The damage caused by a misfit, consistently underperforming or otherwise energy-sapping leader is something most organizations simply can't afford, since most people leave because of disconnect with their boss.

Hold your people accountable for performance, Kortes advises. And as difficult as it may be to part with individuals who may have been with your organization for some time, separating from them with respect and dignity will win you the quiet applause of high performers who wondered what took so long.

Six-Figure Hotline: Educators Make Great Employees

2011-05-25T13:19:00-05:00

By: Dave Opton

As part of ExecuNet membership, I conduct a weekly teleconference called Six-Figure Hotline where members call in to ask the questions keeping them up at night, and to gain market and trend insight from the career experts who join me in talking about issues that are important to executives today.

In a recent teleconference a caller said: "I am in a job search now for a position as a principal in an elementary or middle school. There are so many budgetary cuts going on in education, locally and nationally, that I feel it makes sense to revamp my résumé and reflect on how my skills and experience could transfer to a well-paying job outside of K-12 schools. Any and all insights and suggestions are welcome."

I am probably biased on this topic because one of my children was a teacher but that notwithstanding, I have always believed that individuals who had been trained as teachers (or lawyers) are very fortunate in that the skill sets needed to succeed in that profession are very transferable to the business world.

What are some of the characteristics that make someone a really outstanding educator? I think of the traits: persuasive, analytical, good communicator, problem solver, influencer, motivator, cares about me, someone I can look up to, respect, etc.

Now if you take the same scenario and translated it into the business world I think many of the same attributes also easily apply. But in the business world they tend to get you the label of "leader" — whereas in the academic world you're known as a "terrific teacher" or in your case, a principal, which is an executive. Don't let anyone tell you a principal isn't an executive.

Running a school with several hundred children, their parents, teachers, aides and janitors requires an executive. You are in charge of a business unit in every sense of the word and faced with similar challenges: budget cuts, retention, strategic planning, logistics, etc., and trying to produce a product that is subject to second guessing from both inside and outside the organization.

Oversimplification? Probably, but not that far off the mark in terms of what it takes to succeed in any organization at the executive level, only in the public school world you get to try and do all of these things without the motivation of the "big bucks" of the business world.

Think about your approach in that fashion. Do your research so that you have a targeted list of companies that you are genuinely interested in, either because of the products they make or the services they deliver. You can then approach and/or network your way in so you can help them to understand how the skill sets that you have used to be successful in a teaching environment would translate into their environment.

How to do this? Tell them stories of how you dealt with specific problems, the actions you took to solve the problem and the results that followed. My guess is that whatever the issues were you had to gather the data, analyze it, work with your team to come up with the solution and then manage the team to a successful outcome (and probably catch a lot of foul balls along the way!) Sounds like a day at the office to me. After all, that's what good executives do — they teach their teams how to solve problems.

And just to prove that I follow my own beliefs, I have a former teacher currently working for me — and that's despite him being a Yankees fan!

10 Lessons on Coming out of a Slump

2011-05-23T13:51:00-05:00

By: Margaret Pisani

A couple of weeks ago, I watched excitedly as Derek Jeter went four for six with two home runs in a Sunday game. In case you don't follow baseball, Derek Jeter, shortstop for the NY Yankees, has been in an extended batting slump. Some would say it's more than a slump — that he's actually declined due to his age. Others suppose it's his new batting stance, which he changed as part of his diligent efforts to try and improve upon his 2010 batting average, which was lower than his usual average. In any case, watching him break out of it in early May, and what happened around him, made me think about slumps and how we can learn from them and apply these lessons in our businesses. Unfortunately, Jeter has seemingly gone back into a slump. But that too, yields an important learning.

A slump implies a decline from a normally high performance. That means you can't have one unless you've consistently been a top-performer. Not bad to remember.
A slump is temporary. There is constant motivation and hope of a breakout is ever present.
You may feel like you're letting down the team, but in fact they are supporting you. Odds are that's because they learned from you when they were slumping.
Your teammates will be happier for you when you break out, than you are yourself. I mean, to a man, the NY Yankees were SO incredibly happy for Jeter. He was his usual humble self, but they were outwardly ecstatic. You are not going it alone.
Dealing with a slump is as much about attitude as it is about effort. Focus on what you can control instead of what you can't. You can change your tactics or style, but not what gets thrown at you.
Learn to hit the curveballs.
Keep up your defense. If you can't contribute at the plate or on one side of the game, chances are you can contribute and save runs by your play on the field. In other words, look for opportunities to contribute, wherever they present themselves.
Focus where your passion is. If you don't love what you do, you will easily get discouraged.
Persistence, persistence, persistence.
Remember the joy of success, not the temporary struggle of failure.

I am sure we could add a few more lessons, and I hope Derek breaks out of his slump soon. But that's the wonderful learning here: hope springs eternal. Let's delight in every moment that we wait and watch. The anticipation itself is exhilarating.

What lesson would you add and how have you applied this in breaking out of your own temporary slumps?

First We Kiss

2011-05-20T12:50:00-05:00

By: Anthony Vlahos

After all, one must start somewhere.

Brands we adore, the remarkable customer service rep who fixes our problem, leaders whom we love to follow: They usually begin the love affair by deep kissing us in advance.

It's so much easier to read lips when they're touching yours.

Kiss in Advance/kis in ədˈvans/
�noun

Something you make that your customer believes was made just for her (because you made it with her in mind).
The "I love this!" moment your audience discovers that extra, irresistible something about your product that your competitors somehow overlooked.
The heart in the mouth. Mastery of emotional communication. Nothing comes to the mind except through the senses. First we kiss. Before understanding, we feel. Information (the claim, benefits and sales demonstration) comes later.
The human touch: the "no problem" attitude, a knowing voice at the other end of the line, the friendly greeting. It's a sign on the door at the local music store inviting you to "please come in and play."
Working in an organization that allows a culture for mistakes, experimentation and failure.

�verb (use with the object of your affection)

What a great leader does when she brings in the right people, establishes direction, gains commitment, and then gets out of the way.
What company linchpins do to break barriers keeping the organization from getting the right things done. Kissing lowers resistance.
What enlightened brands do, and what they measure every day: where the kisses fall and how often.
What great customer service people do. When in doubt about whether to kiss an upset customer, always give him the benefit of the doubt.
Something to do to yourself. Now and then, kiss yourself and you will know how irreplaceable you are.

When you start the process with a kiss, astonishing results happen:

People kiss you back.
They're so crazy-glued to you they can't back off a few inches to see anything they would change about you (including your high prices).
They're interested in what you have to say.
They tweet and comment on how wonderful you are.
They want to be kissed some more.
They can't wait to see what you'll do next.

There are kisses still, thank goodness. Lead with a kiss. You may find it leaves something to be desired... the rest of you.

The More Things Change…

2011-05-18T14:11:00-05:00

By: Robyn Greenspan

If you remember waiting for the Sunday classified sections to check job listings, then you certainly appreciate the speed and ease in which information is now accessed online. But, for executives, most new opportunities are found through their connections to others, and ExecuNet CEO and founder Dave Opton points out that technology is no substitution for building strong personal relationships.