An ExecuNet member who was trying to transition into a new industry finally networked to an interview with the president of his target company. The president was resistant to hiring this executive because he didn't have the experience, know the language or have the contacts in this particular sector.
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Posted by Frank Graziano
02/23 @ 04:05 PM
02/23 @ 04:05 PM
It's always possible to make an industry transition, but the level of difficulty rises and probability of success falls tremendously when the overall economy is suffering a downturn. Over the past 1-2 years I have been told repeatedly by my contacts among the search firms that hiring managers are unwilling to take risks on "potentials". Given the glut of available candidates for most positions, hiring managers prefer to recruit people that are doing or have done exactly the things they need at their own companies. This attitude should not deter anyone, but it just underscores how prepared you have to be to get in front of a hiring manager and make your case.
Posted by Sudhir Kulkarni
02/20 @ 12:12 PM
02/20 @ 12:12 PM
Hello:
I believe skills are transferable. In fact people from other industry can
bring different vision which may or may not be helpful. What matters is how
this transplant operates in new organization. It is the culture of
organization that is also a factor. First, transplant need to understand
he/she needs to learn the ropes of new industry, yet he has certain skills
which he can apply. So balancing act is required.
Regards,
Sudhir
I believe skills are transferable. In fact people from other industry can
bring different vision which may or may not be helpful. What matters is how
this transplant operates in new organization. It is the culture of
organization that is also a factor. First, transplant need to understand
he/she needs to learn the ropes of new industry, yet he has certain skills
which he can apply. So balancing act is required.
Regards,
Sudhir
Posted by Richard Souders
02/19 @ 05:42 AM
02/19 @ 05:42 AM
I find that the core principles of business are common across industries and are the critical elements of success. The industry specific knowledge and success drivers can be readily learned. I have been the President and/or senior officer of companies in various industries (steel, software, healthcare, petroleum, geographic information systems, telecommunications, and petroleum, and have been consistent successful.
Posted by Alex Wong
02/18 @ 06:44 AM
02/18 @ 06:44 AM
True leadership is about addressing to people's needs. Hence, different company will require different leadership skills. Conclusion, leadership skills might not be transferable to different industries.
Posted by Mark Maloney
02/17 @ 09:29 AM
02/17 @ 09:29 AM
Leadership is the result of experience combined with a refinement of personal style. The attributes that define good leaders is not necessarily tied to specific industry skills. As I mentioned recently to someone, if they were looking for me to run a particular machine than I was not the person they needed, but rather they were looking for someone to lead that person, not run the machine. Leadership is about the ability to see the larger picture, derive a goal from that picture, and explain that goal to others in such a fashion that they follow you.
Posted by Michael Connolly
02/17 @ 09:23 AM
02/17 @ 09:23 AM
Yes, I agree leadership skills can move on successfully to other industries. Leaders can learn the new product/ service/ internal processes to coach, motivate, mentor and lead the team. The leaders leadership skills will continue to develop and elevate with each experience.
Some companies are reluctant to take a risk in hiring non-industry leaders because they don’t fit in the box. Companies with true leaders are open to looking outside the box for leaders who will elevate its talent pool and strengthen its future growth.
Some companies are reluctant to take a risk in hiring non-industry leaders because they don’t fit in the box. Companies with true leaders are open to looking outside the box for leaders who will elevate its talent pool and strengthen its future growth.
Posted by Dr. Alan Zimmerman
02/17 @ 08:33 AM
02/17 @ 08:33 AM
There's the old maxim ... hire for attitude and we'll train for skill. Some of that can be applied to leadership. Hire for leadership skill and they can learn the industry. I write extensively on this on weekly Internet newsletter, Dr. Zimmerman's "Tuesday Tip."
Posted by Angie Damron-Beene
02/17 @ 08:29 AM
02/17 @ 08:29 AM
Yes, I completely agree. Leadership skills are developed and refined with each experience.
The ability to lead a team improves with time and the right experience. I believe that transitioning between multiple industries is a benefit as a new leader can bring in a new perspective and challenge the status quo.
Some companies may be reluctant to take a risk in hiring non-industry personnel, but I believe the potential reward far exceeds the risk.
The ability to lead a team improves with time and the right experience. I believe that transitioning between multiple industries is a benefit as a new leader can bring in a new perspective and challenge the status quo.
Some companies may be reluctant to take a risk in hiring non-industry personnel, but I believe the potential reward far exceeds the risk.
Posted by Alin Popescu
02/17 @ 06:23 AM
02/17 @ 06:23 AM
I am in the executive search business for over 15 years and can say one thing: "generalizing" is a bad habit. Every hire is different from the others but is made for a reason and with a scope. You have to know this before you assess your suitability for a role. Why is the job open and what is expected from the new CEO? If a company was successfully managed by its last three CEOs (retired) and they all had similar background, most likely the board will look in the same direction. If the company needs to change its business model and adapt to totally different market conditions (paper publishing going digital) the board might look for completely different profiles. So you have to know the problem and also know why / if you are the solution.
Beside this, let's not mix leadership and "technical" expertise. A rule of thumb is that the higher the role, the less relevant is the "technical" part, provided that you are able to gain trust, lead and inspire people. But there are also many cases when you need to know the industry and business model.
Be realistic when you apply for a job. The worst thing is not that you don't get the job, is that you get it and you know that you are not qualified for it.
Beside this, let's not mix leadership and "technical" expertise. A rule of thumb is that the higher the role, the less relevant is the "technical" part, provided that you are able to gain trust, lead and inspire people. But there are also many cases when you need to know the industry and business model.
Be realistic when you apply for a job. The worst thing is not that you don't get the job, is that you get it and you know that you are not qualified for it.
Posted by georges hiltrop
02/17 @ 03:10 AM
02/17 @ 03:10 AM
Leaderschip skills are the differentiators between company's, they reflect the way how to run a company based on the internal strenghts.
They are transferable based on experience.
They are transferable based on experience.
Posted by Atish Ghosh
02/17 @ 01:47 AM
02/17 @ 01:47 AM
Yes, I completely agree. In fact, leadership skills are acquired and honed over a period and the ability to lead a team enhances with the experience. I moved from manufacturing to Hospitality to Oil& Gas, albeit in the same function/ vertical. This process of transiting between varied industry enhances the capacity and confidence of the leader to lead in different business environment and they carry ability to bring in fresh changes.
However, some of the organisations may not value this during the hiring process as the tendency is to "go" safe.
However, some of the organisations may not value this during the hiring process as the tendency is to "go" safe.
Posted by Kavita Sinha
02/16 @ 11:48 PM
02/16 @ 11:48 PM
Leadership is both an inculcated and an applied skill. The principles are broadly applicable to all industry types. Therefore, Leadership skills are transferable across industries especially for a new recruit and for the highly experienced professional.
Posted by Russ Raman
02/16 @ 11:06 PM
02/16 @ 11:06 PM
Yes! I've built a 35-year+ marketing career moving from Liquor to Soap and Detergents to Confections and Cough Remedies to Advertising to Bix 4 Accounting to Magazine Publishing to Internet Start-ups to Not-for-Profit sports and professional services firms... And no, I don't want to be added to Exec-U-Net's email list.
Posted by Alan
02/16 @ 06:39 PM
02/16 @ 06:39 PM
I see that pretty much everyone agrees that leadership skills are transferable to other industries, and with good reason. In most cases, of course, that doesn't matter, because quality is what the customer perceives it to be - in other words, most people won't talk to someone outside their industry - or at least a closely related industry. Industry knowledge and contacts are very useful, and a proven record in an industry is very valuable. A real leader with an open mind from another industry I have seen do very well, but with enough industry experience, even a closed mind can often succeed - he thinks he already knows it all, and he may be partly correct. I have seen industries destroyed by closed minds from other industries with leadership skills - but who already knew everything.
Posted by Deb Ingino
02/16 @ 05:24 PM
02/16 @ 05:24 PM
Robyn
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www.StrengthLeaderMentor.com
I completely agree...well cone!
Deb Ingino
www.StrengthLeaderMentor.com
Posted by Ed Parr
02/16 @ 05:15 PM
02/16 @ 05:15 PM
“Are my leadership skills transferable to other industries?”
The short answer is an emphatic YES! Here's why...Management is the organizing, leading, directing and inspiring of others to achieve a common objective. Managers may indeed be shaped by years of job experience or management degree programs, but the fact is great managers are born to lead (in any industry). Such managers are called HUGMs (Highly Unusual Great Managers). HUGMs are true organizational leaders who possess the Sublime Nine Management Aptitudes, the innate abilities needed to manage effectively (in any organization). With their natural born managerial talents, HUGMs instinctively know how to manage people, processes, stakeholders, and organizational success (in any workplace).
In contrast, sadly, a large number of existing managers are MINOs (Managers in Name Only). MINOs are management posers. Instead of managing their organization’s mission, they go about their day managing the politics of the workplace because their #1 career objective is to avoid being discovered as a leadership pretender. Maybe this seems too harsh an assessment. And, perhaps it is, but it acknowledges the reality that NOT everyone has the ability or talent to manage well. As is true in thoroughbred horse racing, some ponies just don’t have the legs or inclination to run as fast as Secretariat.
The suggestion here is not that colleges and universities should abandon their business management degree programs. On the contrary, these programs are needed more than ever. However, they must change, especially b-school marketing tactics. Rather than targeting every student remotely interested in business management, b-schools should attempt to leverage their institution’s enrollment processes to screen students for their innate talents for management. Don’t exclude the general business students from the opportunity to learn what good management is. Rather deploy scientific aptitude testing to identify and recruit the MOST EXCEPTIONALLY TALENTED students from within the general student body, those students who seek to identify their ideal major, but don’t know it’s in management.
More than ever, today, we need more Secretariats in the executive suite!
If you want to know more, check out my book "Natural Born Manager: A Handbook for Accountability Management"(www.edparr.com). Also, check out my Box.net folder (http://www.box.com/s/6jlkli6g3iy4pklnhj0o)
for several FREE tools such as my Manager-Supervisor Rating Tool.
Cheers, Ed Parr
The short answer is an emphatic YES! Here's why...Management is the organizing, leading, directing and inspiring of others to achieve a common objective. Managers may indeed be shaped by years of job experience or management degree programs, but the fact is great managers are born to lead (in any industry). Such managers are called HUGMs (Highly Unusual Great Managers). HUGMs are true organizational leaders who possess the Sublime Nine Management Aptitudes, the innate abilities needed to manage effectively (in any organization). With their natural born managerial talents, HUGMs instinctively know how to manage people, processes, stakeholders, and organizational success (in any workplace).
In contrast, sadly, a large number of existing managers are MINOs (Managers in Name Only). MINOs are management posers. Instead of managing their organization’s mission, they go about their day managing the politics of the workplace because their #1 career objective is to avoid being discovered as a leadership pretender. Maybe this seems too harsh an assessment. And, perhaps it is, but it acknowledges the reality that NOT everyone has the ability or talent to manage well. As is true in thoroughbred horse racing, some ponies just don’t have the legs or inclination to run as fast as Secretariat.
The suggestion here is not that colleges and universities should abandon their business management degree programs. On the contrary, these programs are needed more than ever. However, they must change, especially b-school marketing tactics. Rather than targeting every student remotely interested in business management, b-schools should attempt to leverage their institution’s enrollment processes to screen students for their innate talents for management. Don’t exclude the general business students from the opportunity to learn what good management is. Rather deploy scientific aptitude testing to identify and recruit the MOST EXCEPTIONALLY TALENTED students from within the general student body, those students who seek to identify their ideal major, but don’t know it’s in management.
More than ever, today, we need more Secretariats in the executive suite!
If you want to know more, check out my book "Natural Born Manager: A Handbook for Accountability Management"(www.edparr.com). Also, check out my Box.net folder (http://www.box.com/s/6jlkli6g3iy4pklnhj0o)
for several FREE tools such as my Manager-Supervisor Rating Tool.
Cheers, Ed Parr
Posted by Sudhir Kulkarni
02/16 @ 04:52 PM
02/16 @ 04:52 PM
I believe skills are transferable. In fact people from other industry can bring different vision which may or may not be helpful. What matters is how this transplant operates in new organization. It is the culture of organization that is also a factor. First, transplant need to understand he/she needs to learn the ropes of new industry, yet he has certain skills which he can apply. So balancing act is required.
Posted by Shesh Gupta
02/16 @ 04:29 PM
02/16 @ 04:29 PM
I think Leadership skills are not per se industry. You are a leader or you are not and it has nothing to do with the industry or environment you are in.You have lead from the front and set examples. I am a textile professional and was assigned a project in Petrochemical. I led the project from the front and was able to deliver results hands down and got some rave reviews.
Posted by Kevin Guy
02/16 @ 04:01 PM
02/16 @ 04:01 PM
Yes, leadership skills are transferable to other industries (see below). That being said, if you are being hired to dramatically change the business in a short window of time (your network, contacts can limit or accelerate the realization of goals). That fact is not lost on the company recruiting you.
• Very effective communicator; a thoughtful active listener; asks good questions by functional area
• Natural leadership: leads in a way that prevents a “yes man” culture. Too many people tell a CEO they are right.
• Knows how to work with complainers.
• Encourages creativity and calculated risk taking without sacrificing accountability
• Effective at communicating a vision, direction, purpose and why it is important at all levels of the organization
• Clear mission - everyone is on the same page
• Hire the right people – over communicate – decisions become fluid and less committee based
• Enthusiasm and celebration of life
• Steady personality – not mercurial
• Respectful of the chain of command. Feed / starve projects through budgets.
• Reads, understands balance sheet (directional) but doesn’t dive down into details
• Acknowledges weaknesses and shores them up via organization
• Ability to recognize styles, strengths and weaknesses of his / her people; and leverage them appropriately
• Genuine respect of his / her people, their families, their futures
• Unwavering leadership during a crisis or tough situations
• Very effective communicator; a thoughtful active listener; asks good questions by functional area
• Natural leadership: leads in a way that prevents a “yes man” culture. Too many people tell a CEO they are right.
• Knows how to work with complainers.
• Encourages creativity and calculated risk taking without sacrificing accountability
• Effective at communicating a vision, direction, purpose and why it is important at all levels of the organization
• Clear mission - everyone is on the same page
• Hire the right people – over communicate – decisions become fluid and less committee based
• Enthusiasm and celebration of life
• Steady personality – not mercurial
• Respectful of the chain of command. Feed / starve projects through budgets.
• Reads, understands balance sheet (directional) but doesn’t dive down into details
• Acknowledges weaknesses and shores them up via organization
• Ability to recognize styles, strengths and weaknesses of his / her people; and leverage them appropriately
• Genuine respect of his / her people, their families, their futures
• Unwavering leadership during a crisis or tough situations
Posted by Dr. Alan Zimmerman
02/16 @ 03:30 PM
02/16 @ 03:30 PM
I have been a full-time author, consultant, and professional speaker for 25 years. I've worked with hundreds, perhaps thousand of leaders, and yes I do believe leadership skills are transferable from one industry to another. I've learned that the higher one goes in an organization, the greater the emphasis on his/her people skills. Sure, technical competence will always count, but nothing trumps the power of people skills. It's why I teach a program called "The Leadership Payoff: How The Best Leaders Bring Out The Best in Others... And So Can You."
Posted by Juan F Suarez
02/16 @ 03:18 PM
02/16 @ 03:18 PM
They are transferable (I moved from my own business to large Fortune 100 companies to technology startups to a private foundation) but not all employers weigh them equally vs. other elements of your profile (experience in the sector, P&L;, etc.) during the hiring process. If your networking is not your "forte", and you rely on what I call "cold recruitment" (headhunters, resume submissions, etc.), chances are you will take a long time before you "click" with a CxO or Board member that's leading the recruitment process.
Posted by Gerard JC La Tournerie
02/16 @ 03:18 PM
02/16 @ 03:18 PM
Yes properly, thoroughly cross-trained and educated executives are capable of transferring, migrating, applying Leadership Across Multiple Industries.
That was the Post WW II Philosophy up to the early 1970's when the propliferation of IT/Telephony, Mini Computers and eventually PC's changes skill sets requirements in some industries minds to the point that IT/Telephony Technocrats without formal executive management education, training, nor skills were advanced fast-tracked above and beyond traditional Executives. Traditional Executives have had to quickly accelemate as much IT/Telephony knowledge as possible.
Again Executive Management Skill Sets are migratable so long as the executives migrating those skill sets supplement their knowledge base and learn all tht they can possibly learn about each new industry that they migrate into and then cross-train their new industry staff's to absorbe, learn, practice, implement these new executive management tools, rules, skill sets within the new IT/Telphny, Operating Marketing Sales environments.
That was the Post WW II Philosophy up to the early 1970's when the propliferation of IT/Telephony, Mini Computers and eventually PC's changes skill sets requirements in some industries minds to the point that IT/Telephony Technocrats without formal executive management education, training, nor skills were advanced fast-tracked above and beyond traditional Executives. Traditional Executives have had to quickly accelemate as much IT/Telephony knowledge as possible.
Again Executive Management Skill Sets are migratable so long as the executives migrating those skill sets supplement their knowledge base and learn all tht they can possibly learn about each new industry that they migrate into and then cross-train their new industry staff's to absorbe, learn, practice, implement these new executive management tools, rules, skill sets within the new IT/Telphny, Operating Marketing Sales environments.
Posted by Mark
02/16 @ 03:08 PM
02/16 @ 03:08 PM
Is Leadership Transferable Across Industries, (two words) Joe Gibbs, I look to John C. Maxwell to help me understand qualities for a leader that will work if your leading a fortune 500 company or herding cats.
Posted by Marc Kroll
02/16 @ 03:01 PM
02/16 @ 03:01 PM
Executive Leadership is transferable in most situations.As an example, I am currently, working with a CEO for a non-profit who has the presence, character and will to lead any organization.
That being said there are "barriers" that sometimes exist in industries where technical and managerial competencies can be confused. Examples that I have encountered are software or technology, financial services and healthcare specifically medical providers.
Healthcare especially seems to be slow to change---even though they may have the strongest need for it. The need for healthcare to adopt better management practices will probably be directly impacted by bringing executive talent in from the outside. Doctors may know how to practice medicine, managing large organizations is another story.
That being said there are "barriers" that sometimes exist in industries where technical and managerial competencies can be confused. Examples that I have encountered are software or technology, financial services and healthcare specifically medical providers.
Healthcare especially seems to be slow to change---even though they may have the strongest need for it. The need for healthcare to adopt better management practices will probably be directly impacted by bringing executive talent in from the outside. Doctors may know how to practice medicine, managing large organizations is another story.
Lessons learned from and about six-figure leadership and executive career management
