The Brand of Me

Managing your own seniorlevel career should be a lot like managing your companys brands: you cant expect results if you dont properly promote and advertise your product. Marketing has become highly scientific, with best practices that can be applied to the management of your own career. Proper promotion is not a one-time event. It frequently requires multiple "exposures" across a variety of media. Too many normallysavvy executives botch their own career management by skipping important steps. In fact, the most common form of career-icide is proceeding directly to the "close" (see below) without properly preparing the prospect. Consider my own, threepronged approach when developing your career campaign: Image Building You need to improve your image long before you need to make the sale (or change jobs). Image building establishes, and reinforces, your desired positioning as a skilled executive whether it be as an innovative problem solver, an efficient operator or a strong leader. Image building can take several forms: It can be as simple as establishing early relationships with influential executive recruiters, or it can mean establishing yourself as a subject matter expert by speaking at industry events or getting quoted in your industrys trade press. Any of these methods will help establish your credibility and put you on the map as a serious contender when a top position opens. Consistency Timing really is everything. Advertising most often works not because it is creative or brilliant, but rather because it is frequent. Likewise, you need to consistently keep in front of the right people. Keep your resume up to date, and contact executive recruiters as you develop new skills or have new accomplishments. Remember: you have much more likelihood of being at the right place at the right time simply by being at the right places all the time. Plus, by consistently hammering away with your message before you need your prospect to take action (by considering you for a desired position), your credibility has increased exponentially for. The "Close" Salespeople refer to this stage of the sales cycle as the most critical element in sales. Likewise, it is a critical final component of your own sales campaign. Once your credibility has been established and you are properly positioned, you can easily attempt the close from a position of strength. You are a known quantity, and you have effectively managed risk. Now you can contact colleagues you met at industry events or recruiters with whom earlier relationships have been established. Suddenly (yet deliberately), it is you who is "entertaining offers."

The Six Ways Executives Botch Their Resumes (and Ruin Their Career)
Successful executives are frequently good at many things, but few are experienced at writing an effective resume. As a result, the general standard of resumes ranges from poor to lousy. Simply by avoiding these common pitfalls, you will already be well ahead of the pack. 1. Too vague Far too many resumes fail by making claims that are vague to the point of banality. Examples include

"good interpersonal skills," "fast learner," and "conscientious." If your resume reads like a politician's stump speech or a beauty pageant interview, start over. 2. No specialty Mr. Smith is good at consumer marketing and internet start-ups. Ms. Jones is a quality specialist and a P.R. whiz. The trouble is, few people are looking for these exact combinations; they tend to want one thing or the other. You also make yourself needlessly hard to categorize, an "effalump" in a compartmentalized world of elephants and camels. The solution is to lead with the expertise most relevant for the position in question, while treating the rest as "additional experience." 3. Too short Brevity may be the soul of wit, and you won't win any prizes for droning on and on, but you are no longer required to cram your accomplishments onto a single sheet of paper. Excessive editing of a resume tends to cut into muscle: you are left with company names and job titles, but nothing about what you actually did. 4. Lack of numbers Accomplishments need to be quantified whenever possible. As the Wall Street Journal shows, numbers are the language of commerce. Try dollars, ratios, percentages, whatever - but do use numbers. If your resume doesn't have them, readers will simply assume that you didn't accomplish anything. 5. Irrelevant Your college accomplishments are not relevant on an executive resume. Nor is your personal background. Unfortunately, your table-tennis medal or love of adventure travel does not convey a wellrounded person. Rather, it makes the reader imagine you off playing instead of solving the company's business problems. Including unimportant material on an executive resume displays a disturbing lack of judgment as to what is truly important. Similarly, positions held over ten years in the past should be treated in summary only, lest the reader think you peaked a decade ago. 6. Impossible to read in 30 seconds Most resume readers make their first "trash can" decision after 30 seconds. By this point, if they haven't been able to figure out basically what you are, expect to find yourself in the round file. Poor organization, typeface and layout often contribute to this problem. Including a Summary, or leading with your most relevant skill are good solutions.

Hallmarks of Outstanding Executive Resumes

It's an interesting exercise to take 1,000 resumes and sort them into two heaps: "plausible" (about 50) and "trash-can" (the rest). Actually, it's not an exercise, it's what happens every week at corporations like H-P or General Electric, and at leading executive recruiting firms like Korn-Ferry or SpencerStuart. A quick inspection of the "plausible" pile will reveal the following attributes of resumes that are doing their job - that is, standing out from the pack and getting their owner an interview: the content explains clearly what the executive is proven at, and what this person wants to do next the emphasis is on outcomes, results and achievements there is a sense of progress and increasing responsibility the material is organized in a manner such that it can be quickly browsed

it is immediately clear what the executive's current (or most recent position) is the resume includes to-the-point but descriptive text that provides context and understanding the document is understated, perfectly laid out, and on premium stock paper

How to do it: The three key principles for creating an outstanding executive resume 1. Loosen-up Many people are daunted by the framework of a resume. They focus too much on bullets and action verbs. In trying to force-fit a unique career into a rigid system they end up with a resume devoid of the personality of its owner. Take a deep breath, go for a run or play Scrabble with your kids. Summarizing your professional career in a couple of pages is hard, but there's no value at all in making yourself generic. Copying other resumes and cover letters will make you generic. You'll do better if you write your own material. 2. Edit and proof Ask any novelist or screenplay writer and they'll say the same thing: a great piece of writing is 10% creation and 90% editing. Expect to rework your resume extensively. Think of it as a living document, continually being polished and "spun" for its next outing. Proof your work obsessively. Get someone else with fresh eyes to proof it too. Use your PC's spell-checker but don't rely on it alone. Remarkably, around 25% of resumes have stupid typos, spelling snafus or grammar errors ("its" versus "it's" is a favorite). Almost every resume with dumb mistakes will swallow dive into the trash can because these errors signal sloppiness. 3. Write with your reader in mind Generic resumes don't work at the executive level. Whether you are applying for a particular job as VP Marketing in hi-tech, or mailing your resume to recruiters who specialize in senior technology marketing positions, your resume must show that you have the exact skill-set required to be a hero at this job, even if you are coming out of Business Development. Some executives customize their resumes from a single "core" skeleton, while others maintain a few different "starting point" versions.

Scannable Resumes
Senior executives should write their resume with a human reader in mind. It is unwise to distort the creation of your "business stories" by skewing the language to pass muster with computer scanners and databases. Nevertheless, once you have finalized your basic resume package, it is wise these days to be aware that resumes frequently are scanned. Should you send your resume to a destination where scanning is likely (for example, an uninvited resume to an executive recruiting firm), you may wish to consider whether your language and format are compatible with automated scanning. Fortunately, most of the stylistic advice for a "scanner-friendly" resume is consistent with good resume style in general. The following section on language does raise some distinct issues. Style Advice for Scannable Resumes Use white or very pale 8 1/2" x 11" paper. Use crisp black laser printing, on one side only. Use easy to read typefaces, 10-12 point size. (Good scanners do fine with serif fonts like Times, but prefer sans serif fonts like Helvetica and Arial. Don't use any fancy typefaces.) Keep text simple: e.g. no indents, tabs, italics, brackets, underlining or bold text. Avoid boxes, lines, shading or any graphic elements. Use generous margins (at least 1/2" on all four sides). Use generous white space throughout. (This helps computers recognize section breaks.)

Don't hand-write anything on your resume. Use separate lines for your name and contact/address information. Send original laser prints; photocopies or faxes don't scan well. Mail the resume unfolded and unstapled so that it lies flat on the scanner.

Writing Advice for Scannable Resumes As discussed earlier, traditionally resumes employ action verbs like "achieved," "managed" and "defined." Scanners can't do much with verbs, so they focus on nouns, the bare facts. Make sure your resume includes descriptive nouns such as company names, industries, job titles and functional areas (Bank of America, corporate lending, Director and account management, for instance). Taking this further, resumes should contain the keywords about education, experience and skills that employers are looking for in filling a position. For example, a recruiter may search a large database of electronically scanned resumes to find just those that include the keywords: "Vice President," "marketing," "New York," "MBA" and "electronics." The more of the likely keywords that you match, the better your odds of being selected for human review. Although scanners are getting better, often they don't recognize abbreviations or jargon. This means it is wise to make sure you explain your expertise with commonly understood words. Fortunately, this is consistent advice with simply writing well. In summary, document scanning is a fact of life these days, but it's not a reason to re-jigger your resume. Write your resume for a human reader and then check it to make sure it is intelligible to a machine. Beyond that, don't worry. Real World Executive Resumes: How To Handle Potential "Problem" Areas PART 1 Too old To avoid being rejected on account of your age, make it impossible for your reader to figure out how old you are. Exclude jobs held more than 20 years ago. Omit dates for your degrees. Consider the current / prior experience technique to avoid having to include older dates. Focus the resume on your skills and be sure to use dynamic language. Don't put any material on your resume that gives the reader an easy-out. Once you get an interview, you'll need to appear dynamic and full of energy, just like your resume. Too young (not enough experience) Being too young is less of a problem than it once was, but can still be an obstacle whenever the recruiter in question has in mind someone who has a lot of experience. High-fliers with limited years of experience should limit disclosure on their resume of dates that might suggest you are still wet behind the ears. Eliminating education dates and use of the current / prior experience technique can help. Ensure that your employment experience is rich in accomplishments even if your tenure has been brief. Emphasize skills generally associated with older candidates: people management, sound judgement, ability to take the long view. Over-qualified Recruiters sometimes reject candidates when the new position appears to be a title demotion, or a lateral move to a smaller company. Their thinking is: why would someone who is a VP at a Fortune 500 giant, managing 100 direct reports, really want to be (or be effective as) a VP of a $50 million outfit with a staff of three? They're also concerned that you may be too expensive. Presumably you want this job and think you could be effective in it. Once again, edit and customize the resume so you don't give the recruiter easy-outs. If the target position is at a smaller company, deemphasize the scale of your prior job. Say "middle-market firm" rather than "$500 million corporation." State that you managed a department but don't mention the budget and headcount you

supervised. Describe what you did in more practical and operational terms, avoiding grand strategic language. This toned-down approach will make you seem a better fit for the position. Weak or no education Education is less important for more senior executive positions. If your educational background is limited, simply keep it very brief at the end of your resume. Ensure that your employment experience more than makes up for it. Absent full degrees, list seminars and certifications. For incomplete degrees, say "graduate studies in" or "studies in" Do not fabricate or even stretch the truth about your education. It is the easiest, and thus first, item checked. Real World Executive Resumes: How To Handle Potential "Problem" Areas PART II Demoted In today's world of downsizing and reengineering, positions are frequently eliminated. The right approach is to explain that you were one of the few kept on by the company following re-organization a sign of excellence. For example: "One of only three executives retained following elimination of the Business Development group." Parallel moves are commonplace nowadays, thanks to flatter corporate pyramids. There is no need to comment on them. Fired Being fired is no longer the problem it once was. Depending on the particular circumstances you may simply not disclose the nature of your leaving on the resume. A firing based on personal disagreement over direction or due to an unreasonable or irrational boss is easier to explain. However, it may be best covered in person, at the interview stage. A good resume should never misstate facts, but controlled disclosure is smarter than complete disclosure. Too long in one job The concept of the executive who spends an entire career at one company is today the exception, not the norm. Recruiters might wonder if a person who hasn't made a move in decades will be able to succeed in a new company culture. Will you be able to adapt to new points of view and new ways of doing business? Break apart long tenure at one company by showing each assignment held as though it were a distinct job. Exclude positions from your early days with your employer. Emphasize activities that involved outside contact, such as participating in industry groups or speaking at conferences. Seek to convey the growth in your set of skills via different work experiences that just happen to be at the same parent corporation. Job-hopper Moving every few years from one employer to another is no longer a cause for raised eyebrows. If you held a position for a short length of time and feel it adds nothing to your skills and accomplishments, consider eliminating it from your resume. With dates presented as years only (no months), it is unlikely that any awkward chronological gap will appear. Where To Send Your Resume Executive Recruiters Executive recruiters, also known as headhunters, are often the key player in filling top management positions. Hired by corporations who don't have the expertise or time to evaluate senior executives, or who don't wish to be seen directly poaching talent from their rivals, professional recruiters maintain vast databases of executives. Your intent is to be known to the top recruiters in your field, not just when you want to make a move, but on an ongoing basis. It's less valuable to mass-mail thousands of

recruiters than it is to follow-up periodically with a smaller group. If you can cultivate personal relationships with a handful of excellent recruiters who specialize in your area, you will occasionally be told about mouth-watering jobs that would otherwise have been filled before you knew the position was vacant. The best resource to identify executive recruiters is The Directory of Executive Recruiters, published by Kennedy Information. Call (800) 531-0007 to order it in print or on disk. You can also access it via the web at www.kennedyinfo.com Corporations Usually, you will contact corporations in response to particular job advertisements. However, you may also wish to mail your resume directly, so that when a position arises they call you instead of placing an ad. The challenge is often finding the right person in a large corporation. A number of databases and directories exist, including The Database of Human Resources Executives, available on the web at www.kennedyinfo.com Venture capitalists Venture capitalists seek great new companies to invest in and great managers to run their portfolio companies. While a cold mailing to a VC firm will generate less "deal flow" for you than contacting an executive recruiter, if you are interested in working for a start-up, this is an important tactic. Kennedy Information publishes the Gold Book of Venture Capital Firms, which lists the leading VC firms in North America. Call (800) 531-0007 to order, or visit the Kennedy Information website to order the directory, or access the database on the web (www.kennedyinfo.com) Basic Types of Executive Resumes You have a choice of ways to present your resume. However, the best structure for most executives is the "reverse chronological." Consider alternative structures only if a chronological approach does not work in your case. Reverse Chronological Resumes In this standard structure, you start with your most recent position and work backwards. This places the most important information first, which helps the reader quickly decide whether you are a plausible candidate. Chronological resumes also have the advantage that most readers are used to them and prefer them. Note that work experience comes first, with education at the end. Placing education first is only appropriate for recent graduates. For executives who had a long tenure at one company, followed by one or more brief positions, chronological is still the correct format. Simply cover the most recent jobs quickly and then give more space to the major earlier position. If you have been unemployed recently, chronological can still work well. Depending on your circumstances, either explain your time away from work in the cover letter (e.g. took a year to travel, wrapped up family estate, wrote a novel, acted as full-time parent), or include your self-employment in the resume itself. Independent consulting work is now a common practice for executives in between career positions. What's important is that you get real clients and do real work, whether it's for a Fortune 500 corporation or your local charity, school or homeowner's association. Functional Resumes A functional resume lists skills first, then covers specific positions and accomplishments. Most recruiters are immediately suspicious of this approach because it's too easy to fudge what you did and where you did it. For example, a resume could say "supervision of teams of 20+ technical / operations

personnel" and then list employment at AT&T. Is this a seasoned Network Engineer, or was the "supervision" a holiday job at the post office? The main reason to consider a functional resume is when you are seeking to make a significant career change, such as from business development to marketing, or from consumer brand marketing to technology. A standard reverse chronological resume emphasizes what you've been doing, whereas with a functional approach you can explain that you have the skills needed in the new area you are targeting, and you happened to develop these skills elsewhere. Other formats On occasion, a different structure may be useful. A "vita" (Latin for "life") is a terse, one page summary of the basic facts of your career. Consider this approach in situations where a request for your resume is simply a formality, or sometimes as an introductory document when initiating contact, provided you plan to follow up with a fuller resume later. Academics and doctors tend to use a resume style known as a CV, which is short for the Latin "curriculum vitae." CVs tend to have basic lists of positions held, but longer lists of papers published, patents, research work and so forth. Overall they can be long, often over ten pages. Their intent is to summarize credentials, rather than performance. Profiles are resumes written as third-person descriptions. The advantage of a profile is that it allows the writer to load up on praise and gloss over awkward details. The disadvantage is that praise can seem insincere and the lack of detail is a red flag to many recruiters. Profiles are rarely used in executive job searches. Resume length The correct length for an executive resume depends on the amount of skills, accomplishments and experience you have to summarize. There's no one best length. Rather, writing a good resume is a balancing act between being "to the point" and providing adequate context and explanatory detail. On occasion, a senior executive resume could be a single page, sometimes seen with finance resumes. As a general rule of thumb, two pages are typical for executives with around 10 years of experience. Each additional five years might add another page. Resumes rarely exceed four pages, because experience more than 20 years ago usually doesn't merit much space. Resume Style: Visually Appealing Documents How your resume looks is as important as the words it contains. That's why you should be very careful over the appearance of your resume. As many as a quarter of otherwise excellent resumes ruin their chances with bad layout or dumb misspellings. While it may be sad that we live in an age of short attention spans and sound-bites, the fact is we do. The phrase "you never get a second chance to make a first impression" applies in resumes just as much as in dating. Just as you wouldn't dream of going to a big interview in anything other than your best suit and polished shoes, your resume should score a "10" for how it looks. After all, your resume is your ambassador, your packaging, an extension of yourself. Give it the Brooks Brothers treatment - conservative and immaculate - and you can't go wrong. Your Resume Is Obsolete, The Old Rules Are Dead Chances are, the last time you created a resume you tried hard to keep to a single page, you were careful to use action verbs ("accomplished," "oversaw," "directed,") and you ended up with an impressive array of bullet points. Well, it's time to throw out that old resume and start over. Executive resumes are different. College-level rules no longer apply. An executive resume grants you much more flexibility to tell your unique story and, in doing so, communicate what you're good at. But while there are no longer hard, fast rules, there are still plenty of smart tactics and techniques to present yourself in the best possible light. (We'll dig into these tactics in the following sections.)

The commodity trap Resumes have become big business. There are hundreds of resume advice books and thousands of resume consultants. There is software that lets you cut and paste a resume together from lists of welloiled phrases. Or you can find a company to bulk-mail your resume to a database of HR managers on the dubious theory that if you send out a thousand resumes, you're bound to get at least a few interviews. Over on the employer's side of the job marketplace, resume-reading scanners and software try to process the torrent of inbound mail. The implication of the resume industry is that resumes are becoming commodities. They all start to sound alike - the same dull cliches about seeking new challenges and working in a growth-oriented environment. Resumes like this, probably 95% of all resumes, are instantly thrown into the trash to be shredded, recycled and re-appear as brown paper bags at your local grocery store. The importance of creativity To be one of the 5% whose resume escapes this fate, you must be creative. Review other outstanding resumes for inspiration, but then write your own story. It's all too easy to spot a resume that has been cobbled together from a mish-mash of other resumes, especially when you recognize that most people who will read your resume do so for a living. Being creative means writing a resume that sums up just you and would fit nobody else. Being creative does not mean novel typefaces or including a headshot. Write for a reader As with all great stories, you must tell your tale to appeal to your readers. The only thing your readers care about is whether you can solve their problem. If not, it's grocery bag time again. If your resume suggests that you can, you may get a phone call or be invited for an interview. Viewed this way, resumes are like advertisements trying to get you to buy a car or laundry detergent. Effective ads sell products, and in this case the product is you. Often you will be applying for a particular job. In this case, you can customize your resume with the job description in mind, showing that you possess the most important qualifications needed for this position. Customization is critical. At this stage in your career, you can present yourself in different ways to appeal to different kinds of employers. What matters is that in each case you determine which version of yourself is called for, and then present just that. This means that you no longer have a single resume. Rather, you have a "skeleton" or "template" that you adapt to fit the precise requirements of each person who receives your resume. Experience versus Accomplishments versus Skills What are the building blocks of an effective executive resume? While experience can be an asset (and a lack of it can be a detriment), few employers are buying experience nowadays. Accomplishments are a step up, because they explain what you've done successfully. Recruiters, being risk-averse, tend to pick people to do something when they have already done that same thing before. The trouble with accomplishments is that they happened in the past and you did them for someone else. Is there really any guarantee that you will deliver again? Skills are the best guarantee. The most important job your resume must do is tell the reader what you are really good at. Think of accomplishments as the hard proof of your skills. Skills are ultimately what counts. Four Facts You Should Know About Working with Executive Recruiters 1) Individuals do not pay fees to search firms. Executive search firms are paid by the companies who hire them to fill a position, typically a fee of one-third of the job's first-year compensation. Search firms are not working for you, but for their paying clients. Therefore, do not expect firms to be overly responsive when you contact them. If your resume is impressive, they may add you to their database of executives. Our service www.ExecutiveAgent.com is a confidential way to e-mail your resume directly to executive recruiters matching your selected criteria. Recruiters may contact you if they have a position that fits your profile

or to ask you to recommend other people who might be interested in the job. In either case, you will be starting the process of building a relationship with the recruiter. Every phone call or meeting will probably be noted in the firm's database. 2) The difference between retainer and contingency search firms is important. There are two types of recruiters: Retainer and Contingency. Both charge the client employer a fee and neither should ever charge the prospective employee. The distinctions between retainer and contingency firms are: Retainer Firms:

Retainer recruiters are hired by a client company for an assignment, typically for 90-120 days, and
are paid regardless of the results of the search. They may also be kept on retainer by their clients, to fill whatever assignments they have. One retainer firm is hired by a client company for a given job opening. They are more often used to fill higher-level positions with salaries of $75,000 and above. For these assignments they will assemble a short "slate" of candidates. Therefore, if a retainer firm seriously considers you for a position, you will probably be part of a small group of candidates. While your file is being used by a retained recruiter for an assignment, no other recruiter at that firm can contact you, even if you would be the perfect candidate. As a result, you are unlikely to be contacted by a firm for more than one or two positions a year, at most. If you work for a company that has hired the search firm during the last year or two, you will be "off-limits" for any other position it may have, no matter how well qualified you are. For this reason alone, it is important to be known to multiple search firms. Contingency Firms:

Contingency recruiters are more often used for junior and mid-level executives, typically for
positions with salaries below $75,000. Contingency recruiters receive payment only when their candidate is hired. Contingency recruiters do not usually work on an exclusive basis with their clients. Since they are competing with other recruiters to provide candidates for each assignment, they tend to work fast and to submit to the client company as many candidates as they can. This means you may be one of many candidates for a given job. Contingency recruiters provide you with a great deal of exposure, since they send many resumes to their clients. This can be useful to you early in your career or if you are unemployed. However, bear in mind that you may not always want your resume widely distributed if you are happy in your current job. When a headhunter calls you, it can be hard to tell whether they are from a contingency or retainer search firm. Kennedy's Directory of Executive Recruiters, 2001 http://www.kennedyinfo.com/js/der.html will clarify that information. Even so, contingency firms occasionally work on a retainer basis and some retainer firms do contingency work from time to time. Our advice is to ask explicitly the nature of the assignment before giving your permission to any recruiter to distribute your resume. 3) Some search firms specialize, while others don't. Consider both kinds. Recruiting firms are often generalists, covering many different management functions (e.g. sales) and industries (e.g. textiles). Quite a few firms and many individual recruiters, however, do specialize. To make your search as effective as possible, consider recruiters who cover your function and specialize in your industry. Generalist firms should not be ignored, especially at the higher executive ranks. The largest multiple-office search firms tend to cover all functions and industries, but will often have practice areas for particular areas of expertise. 4) Most recruiters work nationally, so don't limit your search by geography. At the lower salary levels, companies may be reluctant to consider out-of-town executives because of

the expense of interviewing and relocating them. In these instances, search firms may focus on local candidates. However, for many executive appointments, search firms will look nationally or even internationally. It is in your interest to be known to search firms who fill positions in your industry, function and salary range, no matter where they are. A New York recruiter is as likely to have an assignment in Los Angeles as in Boston. Why Use a Headhunter? My first response is "Why not?" "I can get a job on my own," you say, "through all the Internet resources available: job-posting sites, various resume "blasting" services, as well as direct company contact through corporate job boards." "Go for it!" I say. "Yet that still doesn't answer my question: 'Why not?'" "Because I don't need a recruiter" you reply. "I just told you-I can get a job on my own." "Right! You might, and with all those resources at your disposal, what does it cost to have yet another avenue working for you? It's a free service." "Because sometimes they're pushy, only thinking about their fee, and I've heard from people who've had bad experiences with recruiters." "OK, so don't work with those recruiters. But what about the rest?" "To heck with the rest. What can a headhunter do for me that I can't do for myself?" "So glad you asked! Let's talk." You may or may not relate to this dialogue but, regardless of your personal experience with recruiters (aka headhunters), this article contains some ideas worth pondering. Consider that there are both shortand long-term benefits to managing your career through recruiters. I emphasize the word "managing" because most of us have lived life from job to job with no left-over consciousness at the end of the day to maneuver ourselves into the next step. However, when you look at Hollywood actors (both "stars" and strugglers) and sports figures, what common denominators stand out in their career process? Personal Managers. Agents. Individuals responsible for their "clients" attaining and expressing their highest potential. Yes, more money, but also those "quality of life" intangibles that can't always be monetized: creative fulfillment, personal growth and expansion, enjoyment of what they do, etc. "So," you say, "that's great for them. It's the way that business works. But I'm just an employee." "Who's 'employee' are you," I reply, "if not your own?" Look, recruiters can help you in the short-term, for sure. What you get through them that you don't get through your own e-effort is: Noticed: a recruiter presenting you to a client company makes you stand out from the crowd of other resumes/e-mails and ascribes to you a certain energy of "this person is good enough to have representation for his/her career" Presented: you get heard about rather than your information only seen by a hiring company, with many good feelings (from the recruiter) attached Financial Security: a company paying money for you is, generally, financially strong

Insurance: a company paying money for you is more committed to your success than to that of someone they get for free-they have an investment on the line Hidden Job Leads: even in today's wild e-world, for many reasons, many positions are still assigned as "confidential" to search firms Interview Preparation: yes, you think you know how to interview, but a recruiter's income depends on having you land the job. So, they offer not only an inside view of the hiring company but a feel for the people you'll meet-more than you'll discover on the net! Negotiation: the headhunter's compensation depends on your compensation, so they're out for your (and their) best good. Plus, all but few professionals can feel at ease dealing with this very personal area: your paycheck! Buffering: through the interview and hiring process, as well as the initial period on the job, a recruiter serves as a useful information channel between you and the company-sometimes a critical factor of success (e.g., "What she meant was"; "Their impression of you was"; "What we want to emphasize more on the next interview is"; etc.) Perhaps just as important as these short-term benefits, however, are the long-term rewards from affiliating with a few recruiters for life! Just as the Hollywood and sports types can focus on what they do best by having someone else manage their movement, a few chosen career partners can support your long-term goals and desires. This only happens when you stay connected with your recruitersnot by waiting until you need to make an emergency move. So my advice is to always, always, always keep your eyes and ears open. Keep your contact information current and your resume and "wish list" continually updated. I respect your loyalty to a company that continues to provide the opportunities and compensation you deserve. Respect yourself enough to always have a secret agent informing you of whether they are doing so-or not. It never hurts to hear what's going on out there. When you find those headhunters you can hold as family career doctors, stay tuned in. You may be very surprised at what they might uncover for you over the long run. "OK," you say, "you win." "Correction," I reply. "You win!" Darrell W. Gurney (CPC), is Principal of A Permanent Success National Career/Search Partners and author of Headhunters Revealed! Career Secrets for Choosing and Using Professional Recruiters ($14.95, Softcover), available at www.ExecutiveAgent.com/resources/bookstore.html Executive Cover Letters The sad truth is that a great number of solid resumes never get read because they are let down by inadequate cover letters. Many executives are capable of following the structural requirements of a basic resume but panic when it comes to the relative freedom of crafting a letter. In truth, the cover letter is a great opportunity to tell your story in whatever way works best for you. Spend as much time on it as on your resume. The more your career trajectory departs from the norm, the more useful your cover letter becomes, because you have the chance to explain why you made the moves you did - going back to school, resigning from a bad situation, taking a leave of absence. With a letter, you can also communicate more of your personality than in the rigid confines of a resume. Style and Tone

The secret of success is to set the right tone. You must come across as confident yet unpretentious, professional yet likable. What you say should be to the point, credible and sincere. Letters that seem pompous, defensive or long-winded send clear signals that the writer is likewise. A good letter is a person to person communication. Thats why you should always seek to address the letter to a particular person, using their preferred title (call their assistant to ask). If the letter has to be blind, the salutation should be Dear Sir or Madam or Dear Recruiter. Always include your address and phone on the cover letter, since it may become separated from your resume. Once into the body of the letter, aim for short sentences and simple words. A good letter becomes a great letter via a process of repeated editing. Take out unnecessary adjectives like major and important. Replace words used repeatedly with alternatives. Dont include peripheral material about your general background, personal information or pearls of wisdom about how competition in the widget business has never been tougher. Even if the letter is based on a generic starting point, seek to make it specific to the recipient by referring to the company or industry. Generic letters are more likely to be treated like bulk junk mail thrown away. The Three Act Structure for Cover Letters Screenplays in Hollywood almost always follow the tried and true three act structure. The reason is simple: it works, and it works for cover letters too. This doesnt mean you have to have exactly three paragraphs, but you should consciously structure the letter around an attention-grabbing introduction, a middle that makes the case for you, and an effective close that gets the reader to browse your resume for more details. Act One: The Opening Your letter should begin with an attention getter. Its like the start of a well-crafted newspaper article, where the lead draws you in and makes you want to read on. When your letter concerns a specific job, your objective with the first paragraph is to convey that you are interested and that you believe you can contribute. The reader should understand that the match between your skills and the positions requirements is strong. When your letter is with no specific position in mind, your objective is to present your qualifications for the day when they need someone like you. In either case, try to provide a degree of specificity that will give your reader immediate understanding of your capabilities, without defining yourself too narrowly. By the way, dont over-stretch in your attempt to start with a bang. Dramatic claims such as Your search is now at an end will lead to the dreaded chuckle / crumpled syndrome. Act Two: Accomplishments and Credentials A good middle will usually emphasize your current or most recent position, unless a prior position is the more compelling fit for the job in question. The key is to focus exclusively on whatever sells you best. If you need to demonstrate that you possess, say, three qualifications, it may be effective to use a bullet point list. This middle section is also where you would highlight your most relevant and significant career accomplishments. Keep things brief: refer the reader to your resume for additional details. Act Three: The Close Preferably, end the letter with a request to move forward to a phone conversation or meeting. Continue to focus exclusively on how you can meet their needs and solve their problems. Dont say you want to drop by to talk about job prospects. Dont be passive and say I hope to hear from you. Here are some useful ending phrases:

I will telephone your office to follow up next Wednesday June 15th at 10 am. Please alert your assistant to expect my call. Given that my skills appear to closely match your requirements, may I have the opportunity to meet you in person? If you send your resume unsolicited to executive recruiters, it is inappropriate to follow up with a telephone call. (Theyll call you, as and when they have an appropriate position, or want to tap you for recommendations.) In this instance, a simple closing works best: Should a relevant position arise, please call me. I would also be happy to review my professional network with you for other assignments. Two other topics are worth addressing with professional recruiters - money and non-disclosure: Although an opportunity where I can make a decisive contribution is more important than money, you should know that my recent annual compensation has been in the $150,000 range, plus stock grants. Please do not share my resume with any of your clients without contacting me first." THE LONG VIEW ON CHOOSING AN EXECUTIVE RECRUITER
Working with an executive recruiter requires maintaining two views: short- and long-term. The short-term perspective sees the recruiter as an immediate source of jobs to facilitate the search. In contrast, the long-term perspective leverages the recruiter as a partner throughout one's career. Sure, it's a natural inclination when actively seeking employment to focus short-term for immediate gains. However, recruiters are not placement agencies that seek out opportunities for you-they seek you as the right fit for their client's job opening. Embracing both a short- and a long-term view of the recruiter's role in your career is a good strategy. Here are some tips for proactively establishing relationships with recruiters for now and well into the future:

Target firms that recruit professionals in your specialty. Recruiters want candidates who meet the specific criteria of their client. "The best way to get in a recruiter's good graces is to have people know who you are, to market yourself through your industry," says Tom Goodwin, president of Goodwin & Co., a Washington, DC-based retained-search firm. Ensure the recruiter knows what you're looking for. Contingency recruiters-those who are paid upon placing a candidate-typically maintain an extensive database of candidates. There are two steps necessary to make your profile most useful to the recruiter: include keywords in your resume and specify the roles for which you want to be considered. Provide regular updates. "Anybody who has established a relationship with a recruiter ought to nurture it," says Goodwin. Notify the recruiter when you receive a promotion, change jobs, relocate, or gain significant experience that would open doors to positions the recruiter may be trying to fill. However, keep contact professional and limited to the essentials. "Don't go overboard and try to be their best friend," advises Goodwin. "Keep them apprised, and if a recruiter calls and asks for advice on something, be willing to give it." Have patience. In the short-term, once you make an initial contact with a recruiter- providing a scannable resume with keywords- you've done all you can do until the recruiter contacts you. Send your resume and call once to ensure it was received, but then leave it to the recruiter to make contact. Understand the recruiter's business. A recruiter gets paid by an employer and exists to meet the employer's hiring needs. As you forge a longer-term relationship with a recruiter and update him or her on your new capabilities, understand that the recruiter will add your qualifications to your profile, but may not contact you unless a potential fit exists. Have a few choices. Partnering with a few recruiters increases your odds of success-you won't put all your effort into a relationship with one recruiter or spread yourself too thin with too many. Darrell W. Gurney, author of Headhunters Revealed! Career Secrets for Choosing and Using Professional Recruiters advocates establishing and maintaining two or three ongoing relationships with recruiters.

Taking a long view definitely helps executive job seekers be connected with recruiters throughout their careers, says Gurney. "Think of a recruiter as a broker who can keep their eyes on things in the job market while you're working."

For a list of recruiters by specialty, go to: www.executiveagent.com.

TOP TIPS
Questions to Ask Yourself Before Choosing an Executive Recruiter Do you have what it takes for a recruiter to be interested? Executive recruiters exist to get employers the talent they cannot find themselves-- specifically, the top echelon of performers. Before contacting an executive recruiter, consider the experience, accomplishments, and professional reputation you possess that will make the recruiter want to include you in his or her candidate list. Does the recruiter specialize in your field? Increase your chances of being an attractive candidate by targeting recruiters who specialize in your industry or functional area. Sending a resume to a recruiter who doesn't recruit for your specialty is a waste of time; they won't be able to use your qualifications. More...

TOP TIPS: Questions to Ask Yourself Before Choosing an Executive Recruiter (cont'd)
What other organizations is the recruiter affiliated with? Recruiters often have national and international connections providing access to many open positions. Partner with a recruiter who can deliver opportunities from varied employers, not just the same three clients they have been serving for the past 20 years. Is the recruiter up-to-date technologically, with e-mail and a keyword searchable database? Ensure your profile is maintained in a database that can be searched easily to find your specific qualifications. How many years has the recruiter been in executive search? High turnover plagues the recruiting field. Concentrate your efforts with a recruiter who is experienced in understanding client needs, setting expectations of both client and candidate, and is not a short-term entry in the profession. Who does the recruiter typically place? One way to find out is to ask the recruiter directly for information on the professional and salary levels of their recent placements. This information will identify whether the recruiter regularly places executives in the senior ranks-particularly important if you view the recruiter as a potential career partner for the long-term. Compiled with assistance from Darrell W. Gurney, CPC, JCTC, author of Headhunters Revealed! Career Secrets for Choosing and Using Professional Recruiters, available in the Kennedy Information bookstore.

NEGOTIATING EMPLOYMENT AGREEMENTS BEGINS WITH THE INTERVIEW

Many executive job seekers see the employment agreement as the first step in their new relationship with a company. After all, the employment agreement sets the terms for the employer-employee relationship, by detailing job title, responsibilities, all aspects of compensation, bonuses, benefits, stock options-- even what happens if the relationship ends, in the form of a severance package. This way of looking at employment agreements certainly makes sense. However, there's another view that works out better for you in the long run: Consider the employment agreement as the final step in the hiring process. The fact is, long before you receive the employment agreement, the employer has made a lot of decisions about you-decisions that will affect the terms in that agreement. The best way to make sure those terms are in your favor is to keep the agreement in mind throughout the interview and hiring process. You have the most leverage in a job negotiation after they've made you an offer, and before you accept it. The more valuable you appear to the employer, the more likely you are to get the employment agreement you want. How do you maximize your value in the employer's eyes? Try keeping these principles in mind throughout the hiring process:

Present yourself as the solution to a problem. Every job opening represents a problem the employer is trying to solve. The problem may be a positive one, such as trying to keep up with strong sales leads, but it's just as much a problem for the employer as a negative one, such as trying to breathe new life into a failing product line. Focus on identifying the employer's problem; then you can show how hiring you will be the perfect solution.

Use your research to position yourself. Before the first interview, you found out as much about the company as possible. Use that information to position your skills and experience in terms of the company's needs. Be enthusiastic-but not eager. A prospective employer certainly wants executives who are enthusiastic about the work. However, you don't want to seem too eager. If you give the employer the impression that this is the job you've always dreamed of having, they may feel they can pay you in job satisfaction, rather than money. Don't make them think you'd pay them for the chance to do this job! Have alternatives, and let the employer know you have them. It's poor strategy to pin all your hopes on one possibility-- and not just because you're stuck if that possibility fails. You can negotiate with more confidence if you have a secure backup plan. Also, this can enhance your value in the employer's eyes, which can result in a more favorable employment agreement.

If you keep these ideas in mind during the interview stage, you're more likely to be able to negotiate an agreement that will mark the beginning of a positive employer-employee relationship.

OCTOBER 18, 2001

Courtesy of ExecutiveAgent.com

EXECUTIVE INTERVIEW
The Essence of the Employment Agreement Steve Peck has been CEO, CFO, and managing director of various private and public companies. In this interview, Steve discusses executive employment agreements. "For me, the most important part of the agreement is the description of the responsibilities. You want to be perfectly clear as to what you are expected to accomplish. After that, you need to look at income level, salary, bonus, and other benefits, including stock options and ownership in the company. And you need to be aware at the outset that things don't always work out, so you need to address severance. "You always want to go into negotiations knowing you have other options. One thing you learn in business is, there's never a deal until it's done. More... Also, having other options gives you a level of confidence to push harder for all the points you want; if you can't get them, you have the choice of either backing off from those points or saying 'The deal isn't going to work,' and moving on to these other deals. "When you look at an employment agreement, you need to understand what you personally need, especially in terms of salary, bonuses, and benefits. What do you need in order to live on a day-to-day basis? What is fair compensation as rewards for reaching milestones? "During the actual discussion, it's important to understand what the culture at the company is; you don't want to ask for things that are at odds with the company's culture. You can find some information by doing research, but part of it comes from your interviewing them, not just the other way around. Ask the right questions to find out, 'Am I really a good fit for this company?'

"And, of course, once you have worked out all the details, have your attorney review the final agreement."

TOP TIPS
"Tighten" Your Noncompete Agreement Many companies ask all new employees to sign a noncompete agreement. To make sure you're able to work in your field once you leave the company, it's important to narrow the scope of the noncompete agreement. In fact, tightening the scope of the agreement is to the employer's benefit, as well as the employee's. Courts in many states have refused to enforce noncompete agreements that are too broad. A focused, specific noncompete agreement can protect the employer while not causing the employee undue hardship. To tighten up your noncompete agreement, look at the following areas: More...

NONCOMPETE AGREEMENTS AND YOU

After five years as PerfectPage's VP of Engineering, Marcus no longer felt challenged. Confident his skills would quickly yield new opportunities, he left PerfectPage. Four months later, Marcus has had job offers, but he doesn't have a job. The reason: PerfectPage has made it clear that they will enforce his noncompete agreement, which prevents Marcus from doing Web engineering work in New England for two years. "When I took the job at PerfectPage, everyone was being given noncompetes to sign, so I didn't really think anything of it," says Marcus. "Under the terms of the agreement, I'm stuck." Noncompete agreements are designed to protect employers. If a former employee moves to a competitor, inevitably, there's a transfer of knowledge. To prevent this, many companies routinely ask new employees to sign statements that they won't work for a competitor for a certain period after leaving the employer. From the employer's perspective, this is a reasonable solution to a real problem. Employers often try to make the agreement as broad as possible in terms of length of time and geographic area. From the employee's perspective, however, the broader the noncompete agreement, the harder it is to earn a living. As Marcus saw it, the agreement he signed left him with three choices: to change his field of work; to move out of the area; or to spend two years not working. With regret, Marcus chose to move to the Atlanta area. In fact, Marcus had a fourth choice: litigation. In some states, courts have refused to enforce noncompete agreements, for a variety of reasons. However, the law in this area is far from clear, and varies from state to state and profession to profession. For most employees, the risk of losing a suit against the employer isn't worth taking on. What can you do to avoid ending up in Marcus' position? Start by taking the long-term view when you're offered a job. No matter how great the job is, and how well it suits you, the days when employees stayed at one company for life are long gone. Sooner or later, you're going to want to move on. If you sign a broad noncompete now, it will be hard to convince the employer to change the terms when you want to leave. The best time to get changes made is now, when you have the most leverage-between the time they make you the offer, and you accept it. Sit down with the employer to find out exactly what they want the noncompete agreement to protect. In some industries, the core concern is that you will persuade clients to move to the new company with you. Where a company's clients are its capital-for example, in the advertising field-a loss of clients can be disastrous. If your employer's major concern is protecting its client base, you might propose a nonsolicitation agreement instead of a noncompete. Under the terms of a nonsolicitation agreement, you agree not to solicit any of the company's current customers, clients, or near-term prospects. However, you are not prevented from working for a competitor, or even from setting up your own company. You are usually not even restricted from accepting your former employer's clients if they come to you, as long as you don't go to them looking for business. Combined with a nondisclosure agreement, which states that you will not share certain information, a nonsolicitation agreement often addresses an employer's concerns. Sometimes, however, a nonsolicitation agreement just isn't enough, or an employer doesn't want to switch from a noncompete agreement. In that case, your best approach is to tighten up the noncompete agreement as much as possible. (See sidebar, Tips to "Tighten" Your Noncompete Agreement.)

BOOK

REVIEW
Win-Win Career Negotiations Have you ever signed off on an employment agreement, even thought the terms weren't just what you wanted? Even executives with great skills and experience sometimes find themselves at a loss when it comes to negotiating the agreement. It can be hard to know just which aspects of an agreement are negotiable-and the best way to approach this kind of negotiation. In a rapidly changing economy, the odds seem to be stacked increasingly in the employer's favor. Win-Win Career Negotiations will help you redirect that balance to make job negotiations a more positive experience. This book is a comprehensive approach to the negotiation process, and will help you understand and negotiate all

Remember, the best time to negotiate these issues is when you are first being hired.

the essential elements of the agreement-from how to identify an appropriate salary to limiting the terms of a noncompete agreement and using performance reviews as part of your career advancement plan. More...

TOP TIPS: "Tighten" Your Noncompete Agreement (cont'd)

Time period. Obviously, an agreement that includes the word "ever" is too long, but what is reasonablefor both parties? If two years (a standard period) is too long for your particular situation, would six months be manageable? Would this give the employer reasonable security? Try to define the shortest possible time period. Geographic area. Again, try to limit the geographic scope of the agreement. If you work for a huge multinational, it may be hard to define a region where you wouldn't be in competition, but for most positions, this should be possible. For example, a CPA working for a firm in Evanston might agree not to hang out her shingle in Evanston itself, but could work in other areas around Chicago without hurting her former employer. Define "competition." Two companies may be in the same general field without being in direct competition with each other. Rather than agreeing not to work for "competitors," try to get the employer to name names. An agreement not to work for Competitor A, Competitor B, or Competitor C should protect the company while still giving you plenty of scope. Alternatively, narrow the industry sector. Rather than agreeing not work "in publishing," you might agree not to work "in college-level textbook publishing." Again, try to keep as many options open as you can.

If you can narrow the scope of the noncompete agreement in these three areas, you should have an agreement that works for both employer and employee. And if the employer insists on using its standard wording for the noncompete, you should ask for a severance package that will balance your needs with the company's. But that's another negotiation!

YOUR FIRST STEP IN CAREER TRANSITION: SELF-ASSESSMENT

Self-assessments are not just for college students and young professionals deciding on a career path. They're equally important for experienced executives-- both on the job and when in transition. There are hundreds of assessments to choose from, so before getting started decide whether you want to use selfguided worksheets, professionally scored assessments, or both. Worksheets and scored assessments require different time and financial commitments, and often produce very different results. Worksheets and self-scored instruments are available in most career books and through career development firms. These worksheets take you through a structured thought process of evaluation and reflection, leaving it to you to draw your own conclusions and make the assessment useful in your career. These self-guided instruments can be very rewarding-- if you have the discipline to stick with them. Scored assessments typically focus on behavioral style/personality, work values, and skills, and provide an extra level of professional evaluation and personal feedback. Unlike self-guided worksheets, professionally scored assessments offer a career counselor or coach to review the feedback with you, giving you an extra edge in guiding your career.

Combined, the worksheets and scored assessments help create your unique Executive Profile-- which differentiates you from other candidates with equal qualifications. Knowing your communication style gives you the power to deliver on your technical and interpersonal strengths and to leverage your preferred methods for getting things done. Here are five tips for using self-assessments successfully in a career transition:

Use proven assessments. There are LOTS of assessments to choose from. Use an instrument that has demonstrated validity and research to back-up its conclusions, particularly for behavioral style and personality assessments. Since time is short, choose a skills assessment vendor that employers recognize and respect. It's a waste of time and money to do otherwise. Discuss your feedback with someone else. Scored assessments typically flood you with information, some on-target and some not. Run the results by a family member or friend to get a reality check. They may see evidence of your behavioral style where you cannot. A professional coach can target areas of the report most applicable to your specific situation and work to leverage your strengths throughout your career journey. Incorporate your behavioral strengths into your resume. Take general strengths from your assessment report-such as "Motivates others toward goals" or "Good a reconciling factions-is calming and adds stability"-and get specific. Can you demonstrate to prospective employers how you've embodied these behavioral strengths? Generating these examples helps you draft your resume and prep for the interviews that will follow. Understand your own communication style and that of the interviewer. "Reading" the interviewer is one of the most essential skills you can develop as part of a job search. Knowing your own communication style gives you an advantage in adapting to the interviewer's expectations. Observe the interviewer-does he or she expect a polished presentation or more casual conversation, a high level of interaction or a logical discussion of facts? Trust when an organizational fit is not quite right. Listen to your gut when deciding on a company. Oftentimes, reviewing your self-assessments when an offer is on the table is a double check on whether the employer is the right place for you. See if your values and preferred manner of working will be welcome in the new work environment, or whether you'll have to adapt to survive.

NOVEMBER 26, 2001

Courtesy of ExecutiveAgent.com

TOP TIPS
Understand Behavioral Styles If left to your own devices, how would you get a job done? Through persuading others, delegating specific tasks, or coaching your team? Being an effective executive requires understanding your unique behavioral style, both your strengths and weaknesses, and developing strategies to meet the demands of your environment. A behavioral style assessment, such the DISC (available at www.myjobcoach.com/behavior.cfm), measures observable behavior. That is, how you do things, communicate, pace yourself, and handle problems. Specifically, the inventory measures observable behavior in four categories... TOP TIPS: Understand Behavioral Styles (cont'd) The DISC behavioral style assessment measures a person's:

D - Dominance How you respond to problems or challenges Individuals who are high in Dominance are: Competitive, confrontational, results-oriented I - Influence How you influence others to your point of view Individuals who are high in Influence are: Trusting, persuasive, self-confident S - Steadiness How you respond to the pace of the environment Individuals who are high in Steadiness are: Accommodating, persistent, adaptable C - Compliance How you respond to rules and procedures set by others Individuals who are high in Compliance are: Precise, quality-oriented, critical listener Use your behavioral style to your advantage, particularly when choosing an environment in which to work. If a job could talk, would it consist of bold, aggressive actions or logical thinking and systematic routine? Would it involve being a change agent and the testing of new ideas, logical decisions, or diplomacy and cooperation? Know your unique behavioral strengths-- and make smart decisions about your career. What does a coach do? A coach acts as your Agent, an undeterred champion supporting you through the ups-anddowns of work and life. This includes help to identify your values and assesses behavioral style, skills, and experience as a basis for developing a job search strategy or other action plan. In short, a personal career coach helps you make your dream job reality. Today's economic realities are causing many professionals to use coaches to help regain

confidence after being downsized or to redirect their career plans after being passed over for a promotion. With aspiring executives, coaches help develop a unique style of leadership. More...

SERVICE REVIEW: Career Coaching (cont'd)

Typically, coaching takes anywhere from one to three months, depending on how you implement change. In early sessions coaches try to determine your career challenges, short-term goals, and what you believe is currently missing from your life. Coaches provide guidance for every area of your career -- identifying the right "fit" with a potential employer, strategically planning career advancement, navigating through annual reviews, defining objectives, or assisting you in achieving long-term goals. Imagine: someone in your corner who always listens, who only has your interests in mind, who wants you to live the life you desire to live. That person is your Coach. You can find a personal career coach through MyJobCoach, Inc. (www.myjobcoach.com), the International Coach Federation (www.coachfederation.org), and CoachReferral.com (www.coachreferral.com).

EXPAND YOUR NETWORK

One of our executive clients recently reported on success in networking as part of his job search. He overcame many of the challenges job seekers face-- building a network, communicating career objectives, and opening doors that appeared to be shut. Here are his suggestions to build your network of contacts: When networking, I've found it helpful to think of potential contacts as arranged in a bull's-eye. Place yourself in the center and expand your network from there.

The inner circle: Contacts close to you, such as your family and friends The middle circle: Contacts you know tangentially and your inner circle's business and personal contacts. These could include: o Professional contacts from previous jobs/consulting positions o Recruiters who previously contacted you for a position o Neighbors, friends' families o Family physicians, lawyers, accountants, brokers o Contacts within community/religious organizations o Local merchants: dry cleaners, coffee shop The outer circle: Individuals you do not know personally, but with whom you have some affiliation, such as through a professional organization or alumni association

Those in the inner circle, your family and friends, may not know of opportunities in your immediate field, but they may know people who do. The point of networking is to expand outward on the bull's-eye, making connections with people you know, then leveraging those relationships to meet even more people. Don't stop there! The outer circle of the bull's-eye can be daunting to enter, but provided me with prime opportunities to leverage my professional association, alumni association, and volunteer activities. If you're actively looking to expand your bull's-eye of contacts, networking groups exist in most cities to help executive job seekers meet other executives, share information, and improve networking skills. For networking contacts to be useful, you need to concisely explain what it is you want to do and how you can contribute to the field. Be very clear about what you want to discuss with the contact and how you will use the advice in your job search. (For questions to jump-start your networking meeting, see this issue's Top Tips: "Network!") The onus is on you to keep it simple-- you'll need people who are not in your field to understand your career goals and be able to tell others about you. Best of luck to you as you build your network!

TOP TIPS
Network! While every Networking meeting is unique, these tips can help you make the most of your efforts.

Be ready to network whenever and wherever-- every individual is a potential contact. Select a location and time that are convenient for the other person. Be clear about your goal for the meeting, such as: learning about an industry, a company, or testing your candidacy on the market. Keep the meeting to the scheduled time, generally no more than 20 minutes. More...

PRODUCT REVIEW
ExecutiveAgent Executive recruiters can play a critical role in your next career move-- if you use them the right way. Here's how two executives put ExecutiveAgent to work: John * Current position: CFO of mid-sized biotechnology company Goal: Obtain comparable position in bigger company in the same region Requirements for ExecutiveAgent: Confidentiality! John wanted to remain employed while putting feelers out on the market. He used ExecutiveAgent to identify recruiters who specialized in his target industries and who knew the major employers in his region. More...

TOP TIPS: Tips for Networking (cont'd)

Ask questions about industry trends, keys to being successful in the field, how to break into the sector, what the individual likes and dislikes about the sector, and sources for additional information. Listen for challenges the individual's employer or industry is facing, and how those provide opportunities for you. Never ask a networking contact for a job-- they are providing you with information and should be the one to take the lead in discussing actual job opportunities. Bring a resume or CV, to help the contact know more about your experience and background. Dress professionally, and in accordance with industry standards.

Send a thank you note to the networking contact after the meeting. When you land a new position, close the loop and let your networking contacts know where you are and what you'll be doing.

PRODUCT REVIEW: ExecutiveAgent (cont'd)

John focused on retained recruiters-- though they do not typically respond to candidates' resumes, John was well regarded in the region and industry. John contacted a handful of recruiters, firms he felt were quality professionals who would best enable him to stay abreast of unpublicized opportunities. Outcome: Shortly after submitting his credentials through ExecutiveAgent, John received a call from the Senior Search Consultant at one of the firms he had selected. As a specialist in the biotech industry, this recruiter knew the comings and goings of executives at the top companies in the area. A Fortune 1000 company 15 miles away was looking for a Financial Executive for its startup medical products division. Through the recruiter, John confidentially submitted his candidacy and was offered the position. Cynthia Current position: Senior Marketing Director for Fortune 500 company in the Northeast Goal: Relocate to the Southwest US Requirements for ExecutiveAgent: Diversity of recruiters. Cynthia used ExecutiveAgent as one prong of her active search. She contacted numerous recruiters in her target region to have the broadest reach. Outcome: A contingency recruiter contacted Cynthia for a marketing position at a large company just five minutes from her desired location. Cynthia put forth her candidacy and was offered the position; the new employer even helped defray relocation expenses. Today, Cynthia maintains contact with the recruiter who placed her, keeping her eye on the goal of being VP, Marketing. To find your ideal recruiter, go to http://www.executiveagent.com. * All names have been changed

EXECUTIVE RESUMES THAT SELL

Considered the best resume writer in North America, Alesia Benedict knows what it takes for your resume to get noticed and for you to get in the door for an interview. Here she tells Executive Career Strategies what it takes for your resume to hit the mark.

Essentially, employers look for what you can do for them. This will not sound flattering to most executives, but candidly, you are a product that you're selling and marketing to the reader. The ego needs to take a back seat during a job search. Just like in any other sales situation, you sell the sizzle, not the steak. Obviously, you will need the details to substantiate the claim, so have all the factual information available. What will create the sense of urgency is if you can demonstrate that YOU are the better product. This is especially important in soft markets. The mindset is not to inform, but to sell, market, showcase your skills and results, highlight what you've done for former employers, and emphasize what you can do for a new company. This is where most people miss the mark tremendously. Write your accomplishments with the employer's bottom-line in mind. Take a look at your resume from the employer's perspective: "I'm the company and I'm spending 'X' on you. What is my return on investment? How can you make my life better? How can you make the company more profitable?" That is what your resume should scream to the reader. Particularly your accomplishments, which should address how a previous employer's bottom-line benefited from your employment. You want to answer: Why me, and not one of the other 135 people whose resumes are sitting on the employer's desk. The resume needs to be reader friendly. Make it easy to find the names of companies, titles held, and dates employed. At the executive level in particular, recruiters want "reverse chronological" resumes that list your most recent work experience first, rather than a skills based or functional resume. You cannot expect the employer to do ANY work; all important details have to be accessible and right there. On average, an initial screener will only spend 15-20 seconds reviewing the document.

Use current verbiage. Many executives have not written a resume in some time, and they will use old verbiage-such as "responsibilities" or "duties"-that undermines their executive-level position. The language employers expect in resumes is always changing, and many executives don't educate themselves about current expectations before they attempt to write their resume. Leverage your international connections. International experience is becoming a more desirable trait. The opening of markets or opportunities that were untapped should definitely be pushed. Deal with periods of unemployment appropriately. There still an old school of thought with executives that being out of work is a stigma. With today's more volatile economy, with cutbacks, layoffs, and businesses closing, it's not uncommon to have periods of unemployment. Here are some suggestions: o If you've lost your job recently, say in October or November of 2001, put the month of the end of employment so employers don't think you've been out of work the whole year. o If you lost your job earlier and you've been out of work for a longer period, don't put the month. o If you've done interim work you'd consider "beneath you," put it at the end of your resume in an "Additional Employment" section. Here you can build up the work you've been doing, without having it be at the forefront of your resume. Don't sabotage your candidacy with lack of follow-through. It can be very emotionally difficult to be job seeking as an executive, and because of that, at times you may not be as objective as you need to be. When you're used to being sought after for leadership and consultation, it is hard to view yourself as a product that needs to sell itself. In fact, some executives almost sabotage their job search by not doing the follow-up that is necessary. It may feel beneath you, but in this economy, the squeaky wheel gets the grease.

For questions to use in writing a winning resume, see this issue's Top Tips. Alesia Benedict, CPRW, JCTC, is Executive Director of Career Objectives, North America's leading resume writing and career marketing firm, and is MyJobCoach's Resume & Cover Letter Advisor.

TOP TIPS
10 Questions to Write Your Resume To make it sell, answer the following:

What have you done on the job that distinguishes you from others in your field? What projects or teams did you lead, or innovative concepts did you introduce, that had the most positive results on the company? Have you quantified accomplishments in detail versus just listing them briefly? Are they tangible, bottomline benefits from the employer's perspective?

TOP TIPS: 10 Questions to Write Your Resume (cont'd)

How will your unique work style benefit a potential employer? How has your style fueled your accomplishments with previous employers? Does the document include up-to-date language and the buzzwords hiring decision-makers are looking for? Does the resume read like a marketing document that SELLS you, rather than a narrative of your work history?

And a final checklist

Do you use numerals instead of spelling out numbers, to make the quantifiable accomplishments stand out? Have you used a personal e-mail address and not your employer's? (e.g., Yahoo!, AOL, Hotmail versus your at-work account) Is your resume easy to read, with all contact information and employment history basics readily visible? (e.g. name of company, title, dates of employment) Have you proofread your resume at least twice and had another person review it for spelling errors, typing mistakes, incorrect dates, etc.?

PRODUCT REVIEW
Resume Writing

How many resumes got you how many interviews? You are more than just an inventory of your credentials, or a biography of your work history. Resumes are meant to market your strengths to potential employers and SELL you above your peers -- individuals just like yourself who possess the same qualifications, training and experience as you do-- who are applying for the same position. A no-charge critique will tell you if your resume is doing all that it could. More...

PRODUCT REVIEW: Resume Writing (cont'd)

With a professionally written resume, you will:

Feel more confident in presenting your qualifications Obtain a sales-oriented document that is flexible enough for multiple situations Deliver your quality message at the level and in the manner you planned

Alesia Benedict, The Career Expert, CPRW, JCTC, and Executive Director of CAREER OBJECTIVES, provides resume writing services for Executive Career Strategies subscribers. A high-profile industry leader with more than 15 years of experience, Ms. Benedict is a nationally published author who has been cited by Jist Publications as one of the "best resume writers in North America" and quoted as a Career Expert in the Wall Street Journal's publication, The National Business Employment Weekly. Alesia is an Executive Board member of the Professional Association of Resume Writers (PARW), a certified Job and Career Transition Coach, and is affiliated with the National Association of Job Search Trainers. Ms. Benedict's firm is so confident in their ability to create winning documents which market your skills and expertise, that it offers the following guarantee: GUARANTEED INTERVIEWS in 30 days or we'll rewrite for free! Professional resume writing services begin at $195. See how your resume stands up to Alesia Benedict's success criteria with a No-charge Critique. Visit MyJobCoach, and once logged in, click the link to "Critique Your Resume."

HOW OLD IS YOUR CAREER STRATEGIC PLAN?

Companies use strategic plans to direct their future and set annual business goals. Why not do the same for your career? Whether planning your next career move, courting a promotion, or forecasting your retirement, setting goals is a necessary part of making life what you want it to be. Do you have a clear picture of where you want your career to be a year from now? How about in 5 or 15 years? Career plans lay out the roadmap for future success. Some tips to craft a strategic career plan:

Write it down. It shows commitment to making career goals happen. Look back when planning the future. Plans for the future are only built on past achievements. It's time to take score and move on. Write down all of your successes from last year-- big or small-- and see how far you've come. You probably accomplished more goals than you think. If there were some "To Do's" that didn't get done, analyze why you didn't meet the goal and whether they are still relevant to your new plan. Align goals with values. Businesses develop goals in line with their defined values and philosophy. Consider what motivates you-- money, prestige, collaborating with others, providing support to those in need, healthy living-- and match your career goals to those values. With your values and goals aligned, you'll have the enthusiasm to stick with them. Capitalize on strengths and identify areas for improvement. Organizations stick with what works and change what doesn't. In crafting your personal career plan, the same philosophy applies. Look at your behavioral strengths and how they contributed toward your success. If your strengths aren't leveraged in your current role, and you have to adapt significantly to be effective, take a hard look at the areas you realistically can improve. Can changes in your work environment or additional resources enable your success? If not, move on. Establish specific goals with actionable tasks. Make your career plan quantifiable, with clear actions steps. For example, "I will join my professional association and connect with three people in my network

(two to re-connect and ONE NEW CONTACT) each week," instead of "I will expand my network." The more specific you are, the easier it will be for you to stay focused on executing the plan. Build in accountability with deadlines and assignments. Every successful plan makes someone accountable and sets timeframes for execution. Your career plan is no different. A career coach or a trusted friend or family member can provide the accountability to help keep you moving forward. Provide structure for follow-up and measurement of progress. Revisit your career plan on a regular basis to assess your progress. Make sure you're on-track and re-orient your activities as the market requires. Have a champion. Who's the CEO of your career plans, driving them toward success? You may have the enthusiasm and discipline to do it yourself. Most people need a push now and then, to jump start their excitement and refocus them on what's important. Find a mentor or coach who will be your champion.

Executives today are driving their careers with the same strategic vision and planning they do for their companies. Take the first step and write your own career strategic plan. Things to Do with a Coach With a coach, you can: Assess your behavioral style. Get an objective look at how and why you work the way you do, then learn how to leverage your strengths in work and life. Create an action plan to achieve your goals. In each coaching call, you'll identify 2-3 objectives for the following week so you'll continually see progress. Eliminate clutter from distractions. Coaches utilize tools and assessments to help you achieve greater clarity and focus on what matters most to you. If you have trouble saying "No," a coach can help you set boundaries and have more control over your life. More... With a coach, you can: Obtain support and structured guidance through a transition. Whether you're looking for a new job or striking out with a business of your own, a coach will help you strategize and execute on your plan. Have an unyielding champion. A coach is always on your side, wanting what you want and encouraging you to get there. When you falter or question your ability to reach your goals, your coach will motivate you to keep going. Work with someone who will listen attentively, but not be afraid to tell it like it is. Although a coach is your undeterred supporter, he or she will also be straightforward and honest. Coaching is grounded in inquiry-- and coaches will ask the tough questions to get you to the heart of the issue. Get "unstuck." Using active listening, structured goal setting, and undeterred encouragement, a coach will help you overcome the hurdles that are in your way. Be inspired to live a more passionate, fulfilling life. Do you have a confidant, champion, and challenger who:

Provides personalized guidance through job transitions Enables you to leverage your behavioral and professional strengths effectively Diagnoses reasons for career dissatisfaction, and Motivates you to take action in networking, interviewing, and taking on new opportunities? No?

Career Coaching If you're considering broad changes in your life, planning the next steps in your career, or are feeling stuck in your current role, a Career Coach can help you get on track. Career Coaches help their clients sustain professional success and maintain balance in their work and personal lives. They work with clients to manage change and overcome the hurdles that could impede their success. With a Career Coach from MyJobCoach, you can:

Obtain comprehensive feedback on your unique behavioral strengths and work style Build a compelling value proposition for a potential employer, and Get ongoing support through all phases of your career.

Negotiations Coaching If you're actively interviewing and seek to negotiate the best job offer possible, a Negotiations Coach can provide the information and structure to make your employment negotiations a success. MyJobCoach's Negotiations Coaching & Salary Analysis service provides individuals with a powerful combination of credible data and one-on-one preparation to:

Communicate interests and desired outcomes for the negotiation Present objective data on a position's market rate Understand the employer's interests and limitations, and Evaluate alternative solutions, including modified compensation structures and opportunities for leverage with other employers.

For more information on Career and Negotiations Coaching, visit MyJobCoach.

EXECUTIVE NEWS & VIEWS

Where are the jobs now? Demand for talent continues to grow in the Pharmaceuticals/Healthcare/Biotech industries, according to the Executive Talent Demand Index published by ExecuNet. The sector experienced an increase in demand in the 4th quarter of 34%, compared to the 4th quarter of 2000, and was the only sector to experience an increase during the period. ExecuNet anticipates demand in this sector to remain strong despite the economy given the continued strength of this sector on Wall Street. However, demand for executives in the High Tech sector continued to decline in the 4th quarter of 2001 with a decrease of 65% from the 4th quarter of 2000. The tremendous downturn in High Tech (and other sectors) has caused once huge advertising budgets to dry up, wrecking havoc on the Media/Creative/Publishing sector as evidenced by the continued decrease (-43%) in demand for executive talent in the 4th quarter as compared to the same period in 2000. Business Services, Financial Services and the Retail industry also continued their decline with a decrease in demand for executive talent of 40%, 25% and 23% year over year. Where will the jobs be? The Bureau of Labor Statistics (BLS) projects an increase of at least 12 million professional specialty jobs and more than five million managerial jobs in the next decade. Over the 2000-2010 period, total employment is projected to increase by 15 percent, slightly less than the 17 percent growth during the previous decade, 1990-2000. BLS estimates that 22 million new jobs will be created in the next nine years and that 36 million more openings may result from retirements and others who drop out of the labor force. Health services, business services, social services, and engineering, management, and related services are expected to account for almost one of every two nonfarm wage and salary jobs added to the economy during the 2000-2010 period. Is "fit" more important than you think? According to research by the New York Times advertising department, most (84%) job seekers in the New York area believe that hiring managers are looking for experience, but most (84%) hiring managers tend to value personality over experience. In addition, resumes may open doors, but surveyed hiring managers don't rely on them to make hiring decisions. More than two thirds (68%) of hiring managers consider an interview the most effective way of determining whether they will hire a candidate, compared to only 1 in 10 (10%) who consider resumes the most effective determinant. Only about one third (34%) of job seekers put the interview on top. Are recruiters a necessary nuisance? ExecuNet surveyed 300 executives nationwide on their attitudes toward recruiters. According to the survey, 98% of executives take calls from recruiters - even if they are happy with their current position, 60% describe their relationships with search professionals as productive, and 57% have landed new positions through a search firm. Despite widespread interest in working with search professionals, the majority (71%) of executives describe recruiters as a "necessary evil," 5% use the term "nuisance," and 24% characterize them as a "valuable resource." Who's determining executive compensation? Compensation committees are gaining clout. This, according to The Compensation Committee of the Board, published by The Conference Board. Since these committees determine pay for performance, grant stock options that can dilute shareholder value, and buy back company stock to enhance share prices, their members have a growing

impact on overall corporate strategy. According to the study, a growing worry is whether the members of these committees have enough expertise to effectively monitor compensation programs and whether they are too dependent on CEOs and outside consultants.

TOP TIPS
Sources for Industry & Company Research Position yourself as a top executive candidate in today's competitive market, with solid research on your potential employers. The Internet provides tremendous resources to research companies, track industry trends, and get job search assistance. We've compiled a list of our favorite sites: Links, Links, Links The Riley Guide outlines employment trends and provides other links to government reports, industry surveys, and employment news. Once on the site, go to "Preparing for a Job Search" and then "Employment & Industry Trends." URL: www.rileyguide.com CEOexpress.com is an easy-to-navigate site that puts links to key business and financial publications, web sites, and organizations within a single click. URL: www.ceoexpress.com More... Finding the Employers You Want Numerous national and local publications offer rankings of top companies, largest employers, and the best places to work. Consider these: General Fortune Best to Work For: http://www.fortune.com/lists/bestcompanies/index.html Fortune Most Admired: http://www.fortune.com/lists/mostadmired/index.html Largest Companies Fortune 500: http://www.fortune.com/lists/F500/index.html Forbes 500 Largest Privates: http://www.forbes.com/private500/ Small Companies Forbes 200 Best Small Companies: http://www.forbes.com/200best/ Fast-Growing Inc. 500: http://www.inc.com/inc500/index.html Fortune Fastest Growing: http://www.fortune.com/lists/fastest/index.html Specific Populations 100 Companies for Working Mothers: http://www.workingwoman.com/oct_2001/100_best.shtml Top Companies for Executive Women: http://www.workingwoman.com/corp/top_25_2002.shtml Fortune Best for Minorities: http://www.fortune.com/lists/diversity/index.html Regional Local business journals: http://www.bizjournals.com - click on Book of Lists Local newspapers' rankings of top companies and employers Digging Deeper Once you've identified companies to target, the following sites can provide the financial and corporate culture information to help you select between potential employers.

Hoovers (http://www.hoovers.com) provides company and industry overviews, serving as a portal to business information on profiled companies. The free information is limited-- generally a brief summary and recent news -compared with its fee-based subscription offering: full financials, executive profiles, competitive analyses, product lines, and corporate history. Its IPO Central section tracks companies preparing to go public. Yahoo! Finance (http://finance.yahoo.com) is a centralized resource for information on public companies. Just type in the stock symbol to access company financials, SEC documents, news, links to analyst reports, and more. The Messages section, generally populated by analysts and (sometimes disgruntled) former employees, can provide the real story on the culture and challenges facing senior decision-makers. Take a look before your interview. Vault (http://www.vault.com), the message board that delivers the goods on companies and job-hunting strategies, is another source to get a ground-level perspective on an employer. Vault has extensive information on law firms, investment banks, and consulting firms, in addition to internet companies and employers across industries. Read what others have said about your prospective employer, or ask a question yourself. D&B reports (http://www.dnb.com/) provide insights on a potential employer's cash flow and credit rating-key issues when evaluating start-ups and companies in troubled markets. If you hear in interviews that the company is looking for a turnaround or is approaching profitability, these for-fee reports can be critical in uncovering the truth about the employer's situation.

ARE YOU ON RECRUITERS' RADAR?

Joseph Daniel McCool, editor-in-chief of Executive Recruiter News, tracks the executive search industry and talks with recruiting executives and search consultants daily about the trends in the marketplace. Executive Career Strategies asked McCool what executives can do to get noticed by recruiters and how recent economic trends have changed what recruiters value in candidates. ECS: What can an executive do to get noticed by recruiters? McCool: First and foremost, you've got to do an outstanding job at your current job. You have to distinguish yourself through your performance. Not only will you gain the attention and respect of your superiors but you'll also demonstrate to executive recruiters that you have the raw material to do the job you're in and, more importantly, to do bigger, higher paying jobs in the future. ECS: How else can an executive make themselves more visible? McCool: Networking is important; a lot of people overlook the importance of it. If executives want to get themselves out there, one thing to do is to attend industry conferences. They'll make themselves known not only to the marketplace in terms of competitors but also to recruiters who attend those industry conferences. You've got to be visible in your industry-- such as by writing for publications or participating in conferences-- those things will help get you the attention that will come with executive recruiters. ECS: Is there a risk of too much exposure as an executive candidate? McCool: Executive job seekers do have to be careful in how public they make themselves. You want to gain visibility as a top performer in your field, but not be perceived as an active job seeker. It really depends where you are in your career. If you're a senior executive making upwards of $150,000 and you start mass-emailing your resume to unidentified sources through job boards, you could cheapen how you'll be perceived by executive recruiters. They want "prviate" candidates-- those whose profiles are not available for other recruiters on the open market. When looking at resume distribution options, make sure you know where you resume is going, who has access to it, and how confidential your personal information will remain. Try to understand whether you're more marketable to a contingency headhunter or whether you're truly at the executive caliber of retained executive search consultants. Have some understanding of how you'll be perceived in the market. For example, have you already achieved executive level or are you one step away? If so, I'm not sure you want to distribute your materials widely. If you've done well and have a track record of success, and then log onto a job board and put your resume all over the place, lots of recruiters will think there's some reason. At the executive level, someone publicly floating his or her credentials is considered an active job seeker, which is not good at the executive level. If you're truly at the executive level, you don't need to do that kind of thing-there would be 10 employers waiting to hire you, if you're really that good. ECS: Is the added pressure of today's economic environment changing what recruiters look for? How?

McCool: I would say generally, that gray hair is back in. There was a rush in recent years to find people to fill jobs and the average age of CEOs was being brought down by all of the "whiz-kids" leading dot-coms. If there are some demographics that are now favorable it is lengthy, substantive work experience. That kind of experience now has a lot of gravity with executive recruiters. Also, due in large part to 9/11 and the nation's reaction to the attacks, we're seeing that military experience in any form now seems more valuable on the job market. If candidates have served in the armed forces, their stock has risen because of the new national importance of military affairs. ECS: Thank you for your insights. Recruiters' Pet Peeves Many recruiters say executives don't know how to "play the recruiting game" and end up burning bridges with recruitment professionals unnecessarily. Here are some tips to stay in recruiters' good graces: Don't follow up. It's counter-intuitive because calling to verify receipt of materials is generally considered diligent follow-through, not being a pest. But with recruiters, these calls distract them from their core business. Unnecessary follow-up is a particularly strong pet peeve with contingency headhunters. They receive so many resumes that if they received one call per resume they would be on the phone all day with unsolicited resume senders! If something appears on your resume that is distinctive, the recruiter will call you

TOP TIPS: Recruiters' Pet Peeves (cont'd)

Be prepared when sent on an interview. Recruiters do all they can to present you in the best light with their client, the prospective employer. Live up to the reputation the recruiter has established: know about the employer, the industry, its challenges and opportunities, and have your value proposition ready to articulate. Know what your references will say. References that fall short when investigated are a major pet peeve for recruiters, who do not want to invest significant time and effort to get you noticed and interviewed only to have the employer balk because of a lukewarm recommendation. Line up your references in advance by having an independent reference checking firm verify your credentials. Don't go around the recruiter's back. If you've got good credentials-- experience, track record and references-that recruiter is going to be working as hard as he or she can to land you someplace and find that next opportunity. Going around the recruiter can only be a detriment. Listen to recruiters when they do call. Recruiters fill positions by combing their network for appropriate candidates. Even if you're busy and not interested in moving to another position, provide the recruiter the professional courtesy to take the call and provide a referral if you know someone who is a viable candidate. Recruiters will remember if you help them, and you never know when you'll need to get their help in the future. Face your job search with the right tools to carve a path to a better position. An Executive Recruiter can make the difference. Headhunters Revealed!, by executive search veteran Darrell W. Gurney, CPC, uncovers the secrets and tips to get noticed and work most successfully with search professionals. The newest edition reviews 2,500 sites, and includes indices by industry/functional specialty, geographic region,and site features. With this guide, you can skip the "everyman" sites and go straight to reviews of: Learn how to:

Keep recruiters up to date, without being seen as too persistent Write and submit your resume for capture in recruiters' electronic databases Command the most from your "employable assets

STAND OUT WITH YOUR "SUMMARY OF QUALIFICATIONS"

In issue #6, Executive Career Strategies presented insights from resume expert Alesia Benedict. Here she highlights what NOT to do with the essential lead-in to your resume, the Summary of Qualifications statement.

Do not make a claim without substantiating it. The Summary of Qualifications is a synopsis of you, the candidate. Get in your strengths, and make them meaningful by substantiating the claim. Don't just say "strategic thinker," but back it up with "Turned around company from loss to profit in 16 months." Say how the characteristic is evident by your performance. Empty claims are a waste of time for the reader. Do not write in the third person. This is a very common problem for executives, who are used to corporate biographies describing them in this way. For example: "John Doe is a strong candidate with proven expertise in...". This reads like you are introducing yourself for a presentation or incorporating a section of your executive profile. Third-person detached voice is not the way to start off an energizing resume. Do not say the same thing as everyone else. What employers look for changes over time, so be sure to include relevant en vogue experience. The current buzz is for anything having to do with international or multicultural experience, or other languages spoken; these qualifications are in demand and the Summary of Qualifications is the place to highlight them. Do not focus on yourself, but on value for the employer. This problem is more prevalent in "Objective" sections than in the Summary of Qualifications, but bears an important point: The resume is a sales document written for the reader, and should focus exclusively on the bottom-line value you have contributed to employers in the past and have the potential to contribute in the future. See the "Before" example below for more on this topic. Do not waste time. Most people include a full run-down of their professional background in the Summary of Qualifications, way more information than the reader can skim if the whole resume will be reviewed in under 20 seconds. Give yourself a title - such as "Senior Financial Executive" or "Business Turnaround Specialist" - and then augment with a specific list of keywords to let the reader see, at a glance, where your expertise and areas of interest lie. Do not think only one format is acceptable. The Summary of Qualifications section allows for creativity in formatting and text structure. Both bullets and paragraphs are acceptable. The most important thing is to spec out the key areas of your candidacy, and let the formatting support the verbiage. The introductory sections of this aspiring marketing executive's resume, shown in the "Before" example below, fall into many of these traps. The "After" example shows how a lukewarm introduction can be transformed into a powerful Summary of Qualifications. BEFORE Career Objective To use my skills as a marketer to effectively communicate the unique selling proposition of a company's product and to efficiently grow the market share for that product. To build lasting relationships which promote team unity and forward thinking. Related Skills Over ten years of experience in marketing communications strategy including on and off-line mediums, collateral creation, public relations strategy, product promotion and launch, brand management and messaging, project management, media buying, budget management, and team building. AFTER SENIOR MARKETING EXECUTIVE Traditional & Web-based Marketing * Domestic & International Branding Marketing Communications * Product Promotion & Launch * PR Strategy Expertise lies in increasing market share and brand recognition. Track record of streamlining operations, reducing costs, increasing productivity, and reengineering departments using a technological approach. Proven ability to design highly effective traditional or online marketing messages. Outstanding prioritization and project management skills. Analysis The "Before" example hits several of the "Don'ts":

No substantive information to back up claims

Wastes time by having reader go through the Objective and beginning of Related Skills before getting to the candidate's qualifications Objective focuses on the candidate rather than the employer Does not demonstrate value to the employer

In contrast, the "After" example tells the reader instantly who the candidate is and what he/she can do. It uses a title, subheading, and lead-in paragraph to grab the reader's attention. Qualifications are far more specific and focused on employer benefits than in the original (e.g., "Track record of increasing market share" vs. objective to "efficiently grow the market share for that product"). Language is aggressive and direct, enabling the reader to skim in minimum time; it also avoids the pitfalls of both first- and third-person. If an employer is only going to grant your resume 15 to 20 seconds on an initial scan, why waste time with a Summary of Qualifications that doesn't do you justice? Avoid the "Don'ts" and your resume will pack a punch that makes it stand out from the crowd. Alesia Benedict, CPRW, JCTC, is Executive Director of Career Objectives, North America's leading resume writing and career marketing firm, and is MyJobCoach's Resume & Cover Letter Advisor. Electronic Resumes Electronic resumes (also known as "e-resumes" and "scannable resumes") are not designed for a human to print and read, but for computerized scanning, data mining, and keyword searches. The resume, delivered in text file format, is designed specifically for electronic transmission via the Internet. E-resumes are a necessary facet of the Internet job search market. Executive recruiters, retainer-only recruiters, and corporate HR departments look through thousands of resumes. To make the process manageable, they input the resume information into a candidate database and then mine the profiles to find particular qualifications, skills, and keywords. To get picked up by the keyword searches, the resume must be compatible with the criteria for an eresume. Mistakes are common with e-resumes, because people think they can just paste a word-processed document into a text file. But there's a lot more to an e-resume than meets the eye. Most people think that if they strip out the underlines in their visual resume they will be OK, but there is a technical format that must be followed," says resume expert Alesia Benedict, CPRW, JCTC. "There are certain formulas for line spacing, character endings, margins. People are not aware of all the requirements; they might get between 30% and 60% of the formatting, but not enough to have the resume get picked up by the scanner or data mining software. That's the top reason why someone does not get feedback on the resume - the employer never really received it." E-resumes are designed to be sent via the Internet. When no specific format is requested, it is best to paste the cover letter in the body of the e-mail and send the resume in an attached text file. It is also acceptable to include the eresume in the body of the e-mail, to make sure the reader gets all relevant information without having to download any files. Word processed resumes are only appropriate when requested. "If you send both a text file and a word processed document, one could get deleted by the receiving system; I would not send the word processed resume by e-mail unless you are specifically asked for it," says Benedict. For more resume advice, see this issue's main article: Stand Out with Your "Summary of Qualifications"

SERVICE REVIEW
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SERVICE REVIEW: No-Charge Resume Critique

A professionally written resume:

Provides you with more confidence in presenting your qualifications Gives you a document that sells you for multiple career opportunities Communicates your value to an employer

Professional resume writing services begin at $195. For your investment of answering a few questions, Alesia will provide free feedback on your resume and a price quote if the document needs to be rewritten. See how your resume stands up. Log in or create a new account at MyJobCoach and click the link to "Critique Your Resume."

COACH YOURSELF TO NEGOTIATIONS SUCCESS

by Peter Goodman, CEO, MyJobCoach, Inc. Why do some people take compensation negotiations in stride, while others get nervous, frustrated or even angry? It's a question of how you view the process, and the guidance you get along the way. Mark Foster, a 20-year IT management veteran, provides a case in point. Mark was recently hired as CIO at a prestigious firm, and was offered a compensation package very close to his ideal. Early on he worked with a Negotiations Coach to strategize for the negotiations. Here's how he did it: Prior to the interview stage, Mark laid the groundwork to deliver his value proposition to the employer. He focused on building relationships with the executives who interviewed him and actively listened to each interviewer's concerns to be sure he understood the objectives and challenges of the position. Working with his coach, Mark was then able to separate the personalities he met from the problems each was looking to solve. This allowed him to focus his message and clearly articulate to the executives how he would go about prioritizing and achieving their respective goals. When it came time to discuss compensation terms, Mark was prepared and confident. He had prioritized key aspects of the offer that mattered to him most, including the mix of base salary, stock, and performance bonuses; amount of paid time off; and travel requirements. To gain an objective point of reference, Mark's coach helped him research salary data for comparable CIO/CTO positions in his industry and geographic area. Immediately before the negotiation meeting, Mark practiced ways to place his requests in the context of his work and the company's interests - by having his financial needs met, he would be free to focus on achieving the company's goals. If you are in the process of negotiating for your annual review, a promotion, or a new job, here are some coaching guidelines to make your negotiation a success:

Prioritize what you want before you start negotiating. Define your overall objectives in terms of responsibilities, work environment, salary, and benefits. Consider what the other party wants, and how you can help them get it. The ideal negotiation is one where both parties are satisfied with the outcome. If you know what the other party wants and needs, and how you are able to deliver on those needs, you are more likely to be able to find solutions that make both of you happy. Build relationships throughout the process. Especially in career-related negotiations, relationships are at the core of the experience. Paying attention to the other person's style and values makes it easier for you to overcome points where you might disagree. Be an active listener. Really focus on what others are saying, rather than just on what you want to hear. This will not only help you build a relationship with the interviewer and understand the employer's concerns, it will make you an attractive candidate for the position.

Keep these guidelines in mind, and you'll be on your way to a comfortable and successful negotiation.

Peter J. Goodman is the author of Win-Win Career Negotiations: Proven Strategies for Getting What You Want From Your Employer (Penguin Putnam Inc., Release Date: August 27, 2002). To learn more about Peter's Negotiations Coaching services or to email him a question, visit MyJobCoach. Tips to Begin Your Negotiations Strategy Before stepping up to the negotiating table, use these four strategies, described in the landmark book Getting to YES, to make your principled negotiations a success: Strategy #1 - Separate the People from the Problem The key is being able to separate the personalities involved from what you're negotiating:

Who is involved in the negotiation? Who are ultimate decision-makers, the decision-influencers and parties impacted by the outcome? What personality dynamics are involved in your relationships with each person? How might these dynamics get in the way of achieving a mutually beneficial outcome?

AUGUST 2, 2002 Back to Page 1

Courtesy of ExecutiveAgent.com

TOP TIPS: Tips to Begin Your Negotiations Strategy

Strategy #2 - Focus on Interests, Not Positions Drill down beyond positions (ex. "I need $80,000") to understand what's underlying the goal - your interest (ex. "I want compensation in line with industry norms and my experience."):

What are you looking to accomplish through negotiation? What do you think the other party you're negotiating with is looking to accomplish? What leads you to believe that these are his or her interests? Where do your interests (remember, not positions) connect or overlap? Why might the other person take a certain position in the negotiation? (ex. Holding firm on a salary level -- because of: salary band cap; pay equity with other colleagues; cash flow difficulties.

Strategy #3 - Invent Options for Mutual Gain Be creative in resolving the problem at hand and come up with possible solutions that meet the needs of both parties. Use these questions to brainstorm solutions on which you can both agree:

What are 3 possible solutions that will achieve your interests? What do you expect the other party's interests to include? How do your proposed solutions conflict with the other party's interests? Which of these solutions achieve both parties' mutual interests?

Strategy #4 - Insist on Using Objective Criteria Principled negotiations rely on objective data, not emotions. This is credible, proven information that both parties agree has merit (they might not like what the data says, but at least can agree that it is a reasonable source of information).

What data do you need for your negotiation? What sources have you checked to get this information? Is the data you've researched from a source that the other party will accept as an objective, respected source?

Negotiations Coaching & Salary Analysiss Navigate complex salary negotiations and job transitions effectively

If you're actively interviewing or pursuing a raise and seek to negotiate the best offer possible, a Negotiations Coach can provide the information and structure to make your employment negotiations a success. The Negotiations Coaching & Salary Analysis service provides you with a powerful combination of credible data and one-on-one preparation to: Communicate your interests and achieve desired outcomes for the negotiation. Present and position objective data on a position's market rate. Understand the employer's interests and gauge their limitations. Evaluate two job offers and identify opportunities for leverage with other employers.

Negotiations Coaching & Salary Analysis Whether you face a job transition, relocation, performance review, or other event requiring negotiations skills, a coach will help prepare you to secure the most advantageous offer possible. The Negotiations Coaching & Salary Analysis service includes the following components:

Three 30-minute sessions of negotiations preparation and strategy development with an expert negotiations coach, covering salary, bonus, stock options, benefits, relocation, and severance provisions. Work one-on-one to clarify your interests and desired outcomes for the negotiation.

o o o

Session 1: Discovery. Clarify your goals, the negotiating opportunity, and how to make the most of it. Session 2: Strategy & Planning. Work step-by-step to build your negotiations approach, including presenting your perspective, addressing objections, and brainstorming alternative solutions. Session 3: Evaluating & Responding to Offers. Prepare a counter-offer proposal after the initial negotiation that closes the deal you really want.

Salary Analysis Report: In depth salary report, including specific information on job role, experience, and comparable organizations. The Salary Analysis also assists in justifying salary and compensation levels for similar positions in different geographic areas. Behavioral Style Report: Comprehensive analysis of your communication style and behavioral strengths. A copy of Win-Win Career Negotiations: Proven Strategies For Getting What You Want From Your Employer, which breaks down the offer into separate components for evaluation and negotiation. Learn from proven negotiation tactics and real-life experiences of successful executives.

How Executive Recruiters Can Help Your Career" Executive Recruiters are often said to hold the coveted keys to the "hidden job market" - career opportunities that aren't posted via newspaper listings or online recruiting websites. Over the past twenty years recruiting firms have gained more influence, so it is increasingly important for jobseekers to understand and leverage this resource. What follows are a few facts about executive search firms, and how they can help your career. Key facts about Executive Recruiters: 1. Individuals do not pay fees to search firms. Instead, the companies that hire them to fill a position pay search firms. This fee is typically equal to one-third of the job's first-year compensation. Be suspicious of any recruiter who asks you to pay them a fee. 2. There are two types of search firms - Retainer and Contingency. While both types charge the employer a fee and neither charge prospective employees, it is important to note the differences. Retained search firms are hired by a client company for an assignment, and are paid regardless of the results of the search. Retained firms are typically used to fill higher-level positions. Contingency search

firms receive payment only when their candidate is hired, and they are most often used for junior and mid-level executives. 3. Don't limit your search by geography. For many executive appointments, search firms will look nationally or even internationally. It is in your best interest to gain exposure among search firms who fill positions in your industry, function and salary range, no matter where they are. A Chicago recruiter is as likely to have an assignment in Los Angeles as in Boston. 4. Some search firms specialize, while others don't. To make your search as effective as possible, target most of your efforts towards recruiters who cover your function and specialize in your industry. However, generalist firms should not be ignored, especially at the higher executive ranks. How these firms can help you Whether retainer or contingency-based, search firms are handsomely rewarded for filling positions on behalf of their corporate clients. Thus, building a rapport with qualified, reputable recruiters can be a critical component of your job-hunting efforts. When contacted by a recruiter, put your best foot forward. If the position described is enticing, your immediate goal is to sell yourself to the recruiter so she'll put you at the top of the list of candidates that she recommends to the hiring firm. How Executive Agent fits into the equation Executive Agent is a powerful tool that can open doors at appropriate search firms. The service taps into a database of thousands of recruiters that meet Kennedy Information's rigorous standards pertaining to legitimacy, confidentiality, etc. With Executive Agent, you can simply enter your search criteria (function, industry, salary range, etc.), attach your resume, compose a brief cover letter, and the document is automatically distributed to qualified, targeted search firms. While every firm may not respond with a phone call to discuss a potential job opportunity, Executive Agent is an excellent first step in the process of building a rapport with recruiters that can help advance your career.