We’ve had some recent successes helping professionals land positions in less than 40 days from starting our 7-Step Job Search Program. Landing is only half the battle; securing the position and preparing for next steps is equally critical.
During your first few months in a new position, you will obviously want to manage your workload carefully and make sure you have the answers from your management on these two questions:
1. What do I have to do to meet your expectations over the next 6 months?
2. What do I have to do to EXCEED your expectation over the next 6 months?
And make sure you manage your work against management’s expectations. This is the best way to secure your value to the organization.
During periods of downtime the following activities, all of which are intended to shore you up when your next job loss occurs:
• Network actively with your new fellow employees (i.e., build and expand the “safety net”).
• Manage your new relationships; nurture them with the idea that they will lead you to others and in all cases, connect with them on LinkedIn.
• Check Indeed.com regularly to see what kinds of opportunities are out there even though you are temporarily secure.
• Explore the “Hidden Job Market” to gather business intelligence, discover market conditions, spot trends in your industry, and so on.
Here is what you need to understand about the first few months in your new job. I’m presenting it as it was shared with me during a training conference call by a member who not only mastered the methodology, mind-set, networking machinery and value proposition but who also understood the extraordinary value of keeping those processes going after he landed his new position.
“The first 90 days are all about securing the first year. In any new position, it’s important, as CEOs, not just to meet expectations, but to exceed expectations.”
“But if I abandon my networking activities just because I’ve landed, I’m taking myself out of the very loop that got me here in the first place: my trusted contacts in the Warm, Trusted Network. It took me a long time to build that network; why would I want to let go of it now, especially when most business and economic trends show that a majority of people will go through a job search roughly once every three years? What if I have to re-engage my network unexpectedly?”
“Naturally no one should give their new responsibilities a lower priority than networking. But all of this has to be put in perspective: Most of us, in the course of a business day, have at least some free time, time to just rest and recharge the batteries. That free time can still be thoroughly enjoyable if you meet some people in the cafeteria and share information, ideas, and opinions. You’re still networking, it’s just that you’re assigning it a different “rotation” in your business day.”
There’s another point to consider, and it’s important. Even after being hired by your target company, you are still (and will remain) the CEO of ME, Inc. In that lifelong position, you must not relinquish the duties of managing your career. You don’t STOP being the CEO of ME, Inc. just because you’ve accepted a position and now have a new title. Your real title remains — the CEO of ME, Inc. The only real difference will be how well you strike a balance between managing your new client’s responsibilities and the overarching responsibilities for your CEO of ME, Inc. enterprise.
You can do it … I know you can!
Coach Rod
Friday, March 30, 2012
Friday, March 23, 2012
Your CEO of ME, Inc. Checklist
Most of you have already figured out that there is no such thing as a “finish line” in the race for 21st century jobs and career management. How can there be? What is there that can ever possibly be “finished”? The work involved to position yourself as a uniquely qualified candidate never ends, not even after you’ve landed a targeted position.
It’s safer to think of the race for 21st century jobs and career management as a race with an unlimited number of competitors and no discernible end, no finish line. As you’ve seen, the real work of keeping yourself competitive never ends.
Below is a checklist of making sure you are staying focused on being the best CEO of ME, Inc.:
1. Think, speak, and act like a business owner because you are one … you own your career.
2. As the CEO of your career, you are in control, it’s your move. You assume full responsibility.
3. Take charge of your career not just for yourself, but for your Personal Board of Directors.
4. Adopt mental toughness and a “positive mental attitude” in everything you do as a CEO of ME, Inc. Don’t just think it – do it! Do not outsource or delegate your career management to another entity.
5. Master the art of small talk and start making connections.
6. Never forget that solid, effective networking is always built on trust and reciprocity. If you understand and value both, there’s no end to the growth of your network and career.
7. Vigorously build and track your network.
8. Networking is smart business – build your network before you need it.
9. Protect your networking connectors and appreciate your networking advocates.
10. Be completely familiar with your own skills and talents (Build Your Brand).
11. Remember: Benefits Always Trump Features … You need to give people motivation if you want them to help you. You need to sell the benefit.
12. The combination of a top-notch value proposition and extraordinary networking will get you to your desired career goals.
You can do it … I know you can!
Coach Rod
It’s safer to think of the race for 21st century jobs and career management as a race with an unlimited number of competitors and no discernible end, no finish line. As you’ve seen, the real work of keeping yourself competitive never ends.
Below is a checklist of making sure you are staying focused on being the best CEO of ME, Inc.:
1. Think, speak, and act like a business owner because you are one … you own your career.
2. As the CEO of your career, you are in control, it’s your move. You assume full responsibility.
3. Take charge of your career not just for yourself, but for your Personal Board of Directors.
4. Adopt mental toughness and a “positive mental attitude” in everything you do as a CEO of ME, Inc. Don’t just think it – do it! Do not outsource or delegate your career management to another entity.
5. Master the art of small talk and start making connections.
6. Never forget that solid, effective networking is always built on trust and reciprocity. If you understand and value both, there’s no end to the growth of your network and career.
7. Vigorously build and track your network.
8. Networking is smart business – build your network before you need it.
9. Protect your networking connectors and appreciate your networking advocates.
10. Be completely familiar with your own skills and talents (Build Your Brand).
11. Remember: Benefits Always Trump Features … You need to give people motivation if you want them to help you. You need to sell the benefit.
12. The combination of a top-notch value proposition and extraordinary networking will get you to your desired career goals.
You can do it … I know you can!
Coach Rod
Friday, March 16, 2012
How to Analyze the Job Description as the CEO of ME Inc.
Use www.Indeed.com to find as many “real” positions within a 50-mile radius of your home. Make sure you use the Advanced Search feature on Indeed to specify things like:
— Specific words or phrases to be included
— Exact phrases to be included
— Exclusionary or Inclusionary use of search terms
— Words to be included in the title of the job description
— From which company
— Type of jobs and from which source
— Salary estimate
— Where and When (Location and Age of Post)
Review the list of available positions and begin ruling out the ones that fail your own personal “eligibility rules”; from the list that remains, select the top three (3). Print out these job descriptions.
Take a yellow highlighter and highlight those areas that specify the need for “core skills”, i.e., those skills that are critical to executing the job’s requirements (e.g., programming, database management, server administration, LAN diagnostics, etc…). Make sure you OMIT the “soft skills” such as typing, telephone, fax, office software, written communications, etc.
The CORE SKILLS in each of these three positions are what will be used to build your targeted resumes (note plural: resumes). If you have these skills at a level of 70% or better, you are ready to begin building your targeted resume.
You can do it … I know you can!
Best wishes and keep networking alive,
Coach Rod
— Specific words or phrases to be included
— Exact phrases to be included
— Exclusionary or Inclusionary use of search terms
— Words to be included in the title of the job description
— From which company
— Type of jobs and from which source
— Salary estimate
— Where and When (Location and Age of Post)
Review the list of available positions and begin ruling out the ones that fail your own personal “eligibility rules”; from the list that remains, select the top three (3). Print out these job descriptions.
Take a yellow highlighter and highlight those areas that specify the need for “core skills”, i.e., those skills that are critical to executing the job’s requirements (e.g., programming, database management, server administration, LAN diagnostics, etc…). Make sure you OMIT the “soft skills” such as typing, telephone, fax, office software, written communications, etc.
The CORE SKILLS in each of these three positions are what will be used to build your targeted resumes (note plural: resumes). If you have these skills at a level of 70% or better, you are ready to begin building your targeted resume.
You can do it … I know you can!
Best wishes and keep networking alive,
Coach Rod
Friday, March 9, 2012
Managing Your Networking Phone Calls as the CEO of ME, Inc.
Greetings from Chennai, India…
Ah, the phone call! This is where the rubber meets the road. Many professionals admit that placing phone calls, particularly to unfamiliar parties, is like trying to carry a 10-ton elephant up the north face of Mt. Everest in a raging snowstorm.
What makes calling a network contact so difficult is that you don't want to sound like a solicitor begging for a sale. The key is the philosophy behind your call. If you fall into immediate sales mode and tell the contact what you want, you'll fail. Why? Because it's all about you. You are not thinking in “reciprocity mode.” Until you can think that way, your calls won't be productive.
The philosophy behind every call is simply to reconnect and exchange information. It's a networking call, not a sales call. If you feel your heart racing and the phone seems heavy, you are making the wrong call. STOP! Make the call but remember the goal is to simply reconnect and exchange information.
You can do it … I know you can!
Best wishes and keep networking alive,
Coach Rod
Ah, the phone call! This is where the rubber meets the road. Many professionals admit that placing phone calls, particularly to unfamiliar parties, is like trying to carry a 10-ton elephant up the north face of Mt. Everest in a raging snowstorm.
What makes calling a network contact so difficult is that you don't want to sound like a solicitor begging for a sale. The key is the philosophy behind your call. If you fall into immediate sales mode and tell the contact what you want, you'll fail. Why? Because it's all about you. You are not thinking in “reciprocity mode.” Until you can think that way, your calls won't be productive.
The philosophy behind every call is simply to reconnect and exchange information. It's a networking call, not a sales call. If you feel your heart racing and the phone seems heavy, you are making the wrong call. STOP! Make the call but remember the goal is to simply reconnect and exchange information.
You can do it … I know you can!
Best wishes and keep networking alive,
Coach Rod
Friday, March 2, 2012
The "T-Letter" - The Secret Weapon for the CEO of ME, Inc.
What is a T-Letter?
It’s a type of cover letter that allows job applicants to provide direct and visual evidence of their suitability for a particular position.
Why do I put so much emphasis on including a T-Letter in an individual’s job submission paperwork?
T-Letters provide qualified applicants a unique opportunity to make a strong and compelling case for their qualifications by matching specific qualifications against specific requirements taken directly from the job description. If an applicant makes an exceptionally good case for his or her own suitability for the position, a hiring manager will feel obliged to advance the applicant further (e.g., toward an interview). Without the T-Letter, the hiring manager may or may not be able to assemble an individual’s case from a resume alone.
What is meant by a “Value Proposition” and what is the T-Letter’s role in it?
A complete Value Proposition consists of three parts:
1. The original job description (included in the Value Proposition so that Networking Connectors and Networking Angels can assist you in determining if the T-Letter and Targeted Resume are “on target” or not);
2. T-Letter (point-by-point comparison of position requirements vs. candidate’s qualifications);
3. The Targeted Resume (written specifically for a specific position and “in synch” with the T-Letter).
The T-Letter (#2, above) is the cover letter which provides a visual comparison of a position’s requirements and a candidate’s qualifications, intentionally set up as a point-by-point comparison. Since the comparison “block” of this letter resembles the letter “T”, a common term for this type of cover letter is a “T-Letter.”
What are the steps involved in creating an effective T-Letter?
1. Based on search results you’ve obtained from using indeed.com (or other search engines), find a job posting for which you are a good fit. You need to be a 70% or better match for the job in order to have a better-than-even chance of getting to the interview stage.
2. Using the job description, highlight the most important requirements. Try to think like the hiring manager when selecting the top 4 – 7 requirements for this position. Make sure you are highlighting requirements that involve specific skills, not general “soft skills.”
3. Using the templates provided in this job aid, list the top 4 – 7 requirements going down the left-hand side of the “T-display block”. Each requirement gets its own bullet.
4. Now, for each requirement bullet you’ve listed, carefully write a “response” bullet showing how you have that particular qualification. Write short but powerful phrases and be sure your response bullets clearly demonstrate three things:
• what have you done that demonstrates mastery of this skill?
• where (i.e., what company) did you do it? and
• what was the impact? (e.g., “saved company $45 million in admin. costs”).
Remember: Those three questions must be answered WITHIN EACH AND EVERY QUALIFICATION BULLET you write.
5. Make sure you are “answering” each of the company’s “requirement bullets” with each of your “qualification bullets.” IMPORTANT: This is a one-for-one match-up strategy, not an attempt to “pad” lots of qualification bullets for each requirement bullet.
You can do it … I know you can.
Coach Rod
It’s a type of cover letter that allows job applicants to provide direct and visual evidence of their suitability for a particular position.
Why do I put so much emphasis on including a T-Letter in an individual’s job submission paperwork?
T-Letters provide qualified applicants a unique opportunity to make a strong and compelling case for their qualifications by matching specific qualifications against specific requirements taken directly from the job description. If an applicant makes an exceptionally good case for his or her own suitability for the position, a hiring manager will feel obliged to advance the applicant further (e.g., toward an interview). Without the T-Letter, the hiring manager may or may not be able to assemble an individual’s case from a resume alone.
What is meant by a “Value Proposition” and what is the T-Letter’s role in it?
A complete Value Proposition consists of three parts:
1. The original job description (included in the Value Proposition so that Networking Connectors and Networking Angels can assist you in determining if the T-Letter and Targeted Resume are “on target” or not);
2. T-Letter (point-by-point comparison of position requirements vs. candidate’s qualifications);
3. The Targeted Resume (written specifically for a specific position and “in synch” with the T-Letter).
The T-Letter (#2, above) is the cover letter which provides a visual comparison of a position’s requirements and a candidate’s qualifications, intentionally set up as a point-by-point comparison. Since the comparison “block” of this letter resembles the letter “T”, a common term for this type of cover letter is a “T-Letter.”
What are the steps involved in creating an effective T-Letter?
1. Based on search results you’ve obtained from using indeed.com (or other search engines), find a job posting for which you are a good fit. You need to be a 70% or better match for the job in order to have a better-than-even chance of getting to the interview stage.
2. Using the job description, highlight the most important requirements. Try to think like the hiring manager when selecting the top 4 – 7 requirements for this position. Make sure you are highlighting requirements that involve specific skills, not general “soft skills.”
3. Using the templates provided in this job aid, list the top 4 – 7 requirements going down the left-hand side of the “T-display block”. Each requirement gets its own bullet.
4. Now, for each requirement bullet you’ve listed, carefully write a “response” bullet showing how you have that particular qualification. Write short but powerful phrases and be sure your response bullets clearly demonstrate three things:
• what have you done that demonstrates mastery of this skill?
• where (i.e., what company) did you do it? and
• what was the impact? (e.g., “saved company $45 million in admin. costs”).
Remember: Those three questions must be answered WITHIN EACH AND EVERY QUALIFICATION BULLET you write.
5. Make sure you are “answering” each of the company’s “requirement bullets” with each of your “qualification bullets.” IMPORTANT: This is a one-for-one match-up strategy, not an attempt to “pad” lots of qualification bullets for each requirement bullet.
You can do it … I know you can.
Coach Rod
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