The post Never Accept A Counteroffer appeared first on Software and Technology Sales Recruiters.

1. Look for any way you can to annoy, insult, or otherwise put off the office administrator. More than one person has told me that after each interview they make a beeline to this person’s desk to determine if the potential candidate has the ability to order a hamburger without throwing a sugar packet at the waiter. This is one of those seemingly innocuous steps in the process that can have unforeseen consequences if errantly approached.

2. Wear a particular clothing ensemble that would be fantastic for a day of digging clams, a Phish concert, or bucking up the tree that fell in the backyard. Extra points if this is done despite the fact that your recruitment professional made a specific goal to buttonhole the employer regarding what his basic expectations are and relayed this information to you well ahead of time.

3. Shoot for a spoken word to heard word ratio of about 1500:1. Wonder why they are looking at their watch 15 minutes of the conversation was hijacked.

4. Make certain to let the interviewer know how much you wish your current/former employer would be audited, succumb to scurvy, or suffer any form of indignity that would be forever immortalized on the internet.

5. Bring up the subject of money immediately after you shake hands with the person conducting the interview. Very few things excite a company more than a potential team member who clearly has little more on his mind than how much he will make and how soon the options will fully vest.

6. Jokingly let the interviewer know that your Ivy League degree has more cachet than his Ivy League degree. Yes, this actually happened. Egos were bruised and the words “arrogant” and “no way” came up.

7. Conduct a near perfect talk and forget to let the person know that you are truly interested in the position. It took only one individual to let me know that they were excited to move ahead with the hire, but they were unfortunately not clear as to whether or not the feeling was mutual with a particular interviewee. This person was indeed entirely excited about the opportunity but did not convey it well. I now make certain that all candidates know this is an absolutely essential interview component to address.

8. Following what you feel was a poor performance, hop in your convertible, peel out in the parking lot, and fishtail your way into traffic. Find out later that the company wanted to hire you but the CEO just happened to be looking out the window at the time you made your exit. Once again, a true story.

9. That Facebook post you made about the quality of hallucinogens in Belize? Keep it available to the public on various social media outlets.

10. That text message that just came in? Answer it.

The post 10 Ways to Make Certain Your Interview Will Develop Potholes in Short Order appeared first on Software and Technology Sales Recruiters.

During the early part of the decade a very tangible movement took place whereby individuals were often prompted to construct a one-page resume no matter how much experience or accumulated skills they may have acquired. This was fantastic for those in HR departments who had become accustomed to searching for keywords and phrases or simply did not have the desire to peruse the document past Page 1. However, it soon became clear that many individuals were omitting information from their profiles that provided a more thorough and comprehensive outline of their true capabilities, quite often to their detriment. Based on the numerous resumes I read each day, there can be no question that things have shifted back to longer, more detailed abstracts. Nonetheless, there seems to be a very clear and preferred page number emerging that all applicants should take into consideration when constructing their resume.

Many hiring managers have told me that they have difficulty reading anything more than two pages – something to keep in mind no matter how much knowledge and experience you may have. The vast majority of these individuals feel that if a potential contributor cannot summarize their abilities within this amount of space they may have difficulty performing at an optimal level within their organization. This perception certainly may have little merit but, nevertheless, it does exist in very prevalent fashion and must be taken into account during the formulation process.

Areas to consider amending in order to keep things concise:

Font size – 12 point is more than sufficient.

Corporate logos – grand expanses of italicized flourishes and ornate text boxes can be attractive, but make it a point to focus on content that will show why you should be hired.

Keep bulleted statements to a minimum and utilize only those that truly emphasize your ability to successfully fill the position and help the company generate revenue and growth.

Results that are outlined in compact form are far more important than softball league affiliations. Eliminate all personal items that may seem unnecessary.

Resume length is an important but often overlooked component of the job search process. Numerous studies have shown that the typical employer will devote less than 30 seconds to each resume they read. Make certain to make the most of this time and quickly grab their attention with accomplishments, proven leadership skills and, if applicable, appropriate technical certifications and knowledge. It’s a simple matter to keep a copy of that 6-page behemoth in the rare event that an individual wants to examine it.

The post Resume Length. How Many Pages? appeared first on Software and Technology Sales Recruiters.

You were confident that the job was yours to accept but, upon further reflection, there is a nagging feeling in a corner of your mind that the somewhat perceptible change in the interviewer’s manner at the very end of the talk may have been much more than the simple anomaly in their overall approach that you initially assigned to it. What might have happened to change the timbre of the engagement so quickly after everything before that point had gone so brilliantly?

A number of potential candidates and trusted clients I chat with tell me that many recruiters view interview preparation as little more than an afterthought. Indeed, many assign no purpose to it other than to announce what time the talk will begin and with whom it will be conducted. This crucial element of the process takes only a small amount of extra attention and effort, and neglecting it is a disservice to all involved.

Items ranging from extensive study of the corporate offering and the job-related requirements of management, to something as basic as appropriate attire are all certainly essential. However, there is one very simple yet highly important facet of the undertaking that must be attended to after each step – let the individual in charge of filling the position know that you are very interested in moving things forward to the next stage in the process.

A particular manager may have been very enamored with a seemingly perfect candidate but, after talking with them in greater detail, felt that their enthusiasm for the opening was not sufficient enough to warrant further discussions. This may not have actually been the case but, if those in the hiring post feel that they are dealing with someone who is not entirely committed and enthusiastic about working for them, things can stall rapidly. Conversely, on a number of occasions I have seen contenders win a role because they were deemed to be the person who had the most interest in it, even though many times I perceived them to be somewhat less of an ideal match than others vying for the position.

It’s vital to remember that company executives want to be actively engaged and pursued by an applicant. A simple miscommunication may lead to you losing what may have been the best station of your career thus make certain to convey excitement and passion for the company and the open slot if it truly is of interest to you. Most importantly, let them know that you do indeed want the opportunity and will do whatever is necessary to succeed in the role. This seemingly most simple of actions can have a tremendous impact and is an essential component of any interview process. If you do indeed win the position make certain to never accept a counteroffer.

The post Ask for the Job! appeared first on Software and Technology Sales Recruiters.

1. Describe your current duties and responsibilities.
Count on hearing this one.  The interviewer not only wants to know that your background is a proper match for the job they have available,  they also want to make certain that you can properly convey how these skills will transfer to their company.

2. Describe yourself.
This is another standard item that almost always makes an appearance for reasons that are fairly obvious, and others perhaps not so clear initially.  The most important feedback I tend to receive from managers as to why they ask this type of question centers around determining if a candidate is able to effectively address items pertaining to team-related skills and the ability to maintain a healthy work/personal life balance.

3. What do you find satisfying/dissatisfying about your present position?
Amplify the good components and minimize the difficulties while outlining what you have done to help ameliorate them.  Under no circumstances throw your current or any former boss under the bus when answering this question.

4. What are your most important achievements?
Employers want to hear two distinct things from this question:  how have you performed on a personal level, and what actions have you taken to help improve the overall effectiveness and success of the companies you have been with.

For example, Sales Executives will want to have a complete, well-presented outline of how they have performed against individual and organizational quotas, how successful they have been at maintaining client satisfaction, and how well their assigned teams and managers have impacted the corporate bottom line due to their contribution.  Someone such as a Project Manager will want to illustrate those assignments they worked on that significantly impacted the revenue generated by the company and how they have positively contributed to the organization’s operability.

5. What provides you with the motivation to excel at your job?
Financial rewards are certainly a sound and expected factor, particularly if the open position is sales-related.  However, the company wants to know that you have other highly desired traits regarding this component such as professional pride, great satisfaction in helping to grow a company and contribute to its sustained success, and the desire to achieve ever greater responsibilities within the organization.

6. What type of actions have you taken to improve your professional and personal development?
Are you continually striving to increase your knowledge and skills of your chosen profession or are you content utilizing the current set of tools you possess.  Employers like to know that they are hiring individuals who are always seeking ways to become the best at what they do.  Those who do not may be perceived as unmotivated and not a proper fit.

7. What do you perceive to be your weaknesses?
A question that is almost certain to come up.  One method to address this issue is to turn it into a positive by outlining a particular characteristic of yours that signifies motivation.  For example, you may sometimes appear to expect too much from others but, in reality, you want to make certain that all team members are contributing in a fashion that helps ensure their personal success, the required achievement goals of the group, and the continued market share growth of the corporation.

8. What are your short-term and long-term goals?
There are a couple of items to consider here. I have worked with a number of sales individuals who were more motivated by overall compensation rather than moving into a management position which often would tend to curb their ability to generate personal revenue. This is absolutely fine from the perspective of most employers as long as it is conveyed up front. Otherwise they might have reservations due to the fact that such reluctance to take on more of a direct leadership position could indicate a lack of ambition and thus perhaps not a great match.

9. Why are you looking for another opportunity?
If you are doing well with your current company and have been actively recruited for the position, convey this to the hiring manager in a way that lets them know you are content but certainly open to an exceptional opportunity if it will allow you to achieve your personal goals in a more direct and satisfying manner.

If you were laid off or fired be honest about it. Most employers are perfectly willing to accept that such things happen given reasonably explained circumstances. If they find out you have lied about the details regarding your recent departure, however, your chances of being hired will understandably and precipitously decrease.

10. What knowledge do you have of our company and the position we are offering?
If you can’t bother to take a fairly generous amount of time prior to the interview to learn about the organization, what it offers, and how you can help them succeed why would the interviewer believe you will employ proper diligence and work to excel in the role? Those who go in with a plan for how they will help the company achieve its goals based on their study of its management, products, and approach will already be ahead of any potential competitors.

11. What are your expectations from the job and our company?
This is your opportunity to fully outline what you feel you will need regarding professional support, training, growth paths, and other pertinent areas.  However, do this in a manner that makes it clear you understand no organization is perfect and that you are willing to do what is necessary to help fill in any holes that will improve your performance and the company’s ability to generate revenue.

12. How do your skills and abilities apply to the position we are offering?
Carefully examine the job description and listen for overt clues from your recruiter if working with one.  Items to convey such as appropriate education, training, knowledge, and proven methods you have used to achieve required goals are generally easy to identify and properly present.  Smaller, yet important intangibles such as proficiency in a particular competency that many may not possess or relationships with potentially desirable clients can be an important way to separate yourself from other applicants.

13. What do you have to offer that other individuals do not possess?
The company may be talking with numerous other people with nearly identical performance records and position appropriate skills for the position. Think carefully about the unique qualities and abilities you can bring to the role and emphasize them.

14. How would your coworkers and managers describe you?
Be as honest as possible while still emphasizing your track record of achievement.  If you can be a bit cranky while working late in the night on an important project you certainly are not the only person. Some managers have been known to make blind calls and it’s better to show a few of the potential warts if they exist rather than have the person worried about your ability to be forthright and sincere.

15. How well do you work within a team environment?
Yes, there certainly is a pattern developing here. Can you give an entire group credit for something even though you may have done the brunt of the work?  Can you take constructive criticism from someone you deem a peer?  You’ll want to let the hiring manager know this.

16. What activities/interests do you enjoy outside of the workplace?
Most companies like to know that you can devote a good deal of time to their venture but still find ways to enjoy yourself away from the desk. Be it family or flying , they like to know you have an outlet.

Bonus tip: Learn as much as you can about the people you will be talking with.  Corporate web sites often have in-depth biographies and if you can match interests with a hiring manager (or at least be inquisitive and complimentary regarding them) you can rapidly develop a strong rapport.

17. Why should we hire you?
To no surprise, this question is quite often the final one asked. Make a concise summary that effectively incorporates all of the achievements, qualifications, and skills you have previously outlined. Let them know why you will outperform anyone else they might consider hiring.  Most importantly, make it clear to the interviewer that you are very interested in moving ahead with the process and, if a secondary interview, the job itself.

The post 17 Interview Questions a Candidate Should Expect to Hear appeared first on Software and Technology Sales Recruiters.

1. What does it take to excel in the position and your corporate environment?
Establishing the ground rules and characteristics for success from day one is a fantastic way to ensure that management and its employees are both aware of the expectations the company has.  It also allows you to craft a strongly tailored response as to how you can utilize your knowledge and skills to succeed with them.

2. Have the employer discuss his/her career and their development at the current company. Why did they choose to work there and what keeps them happy?
Who better to convince you that the company they are working for and the opportunities within it are superb and worth your hard work?  If the interviewer cannot do this adequately then perhaps they have misgivings about their current environment, products, or overall market approach that must be taken into consideration.

3. What are the duties and responsibilities attendant to the role?
It’s important to let the hiring manager know that you are a team player and certainly willing to do any number of things to help the company succeed.  However, this is the time to determine if any of the requirements might be the type that you have little interest in.

4. Why is the position available?
A crucial question from a number of perspectives.  Does it appear that there are unreasonable expectations?  Are people fleeing the company due to difficulties and will this problem continue after you have accepted the role? Has a strong performer simply moved on to another location?  The response to this item can tell you a great deal.

5. What type of individuals are most successful with the company? How is that success measured?
It’s always a good idea to get a feel for the current and former employees of a particular organization who have performed well there.  It’s also paramount to have a strong understanding of how a successful term of work will be calculated.

6. What does a normal day consist of for someone in this position?
Make certain to cover this topic when possible.  If there are required metrics to be adhered to it will be essential to know precisely what is expected.

7. What are the most important things I will be called upon to address?
This obviously will vary greatly depending on the type of role.  However, if you can quickly isolate the areas that are most crucial prior to a potential starting day you will be well ahead of the curve.

8. What type of opportunities are available after I have consistently performed at high levels for an extended period?
If you are interested in moving into a management position or another higher level slot it is essential to determine if they have a definitive path for you to do so.

9. What are the strengths and weaknesses of the company, as you perceive them?
It has been my experience that the best leadership is willing to outline positives and possible shortcomings that need to be addressed. They will generally have no problem discussing this with potential employees who very well might have strong ideas as to how improve business. This is a great opportunity to get unclouded insight from the person you will most likely report to.

10. What are the goals of the company – short-term and long-term?
For obvious reasons, it’s good to have an idea of what their eventual exit strategy might be, how large they plan to grow, what markets they intend to eventually expand in, and a host of other items that will most certainly influence your decision to join the company.

11. What separates the company from others in the same market?
How do they position themselves against competitors.  What type of products and solutions do they have that will help you effectively sell or devise approaches that will increase market share?

12. How would you describe the company culture?
Here is your chance to determine if there is a great deal of micromanagement involved, what kind of people work there, and whether or not you will be happy and productive within that environment.

13. Are there opportunities for additional training?
Most well-run will corporations encourage their employees to continually improve their knowledge and abilities through a number of different means.

The post 13 Questions to Ask an Interviewer appeared first on Software and Technology Sales Recruiters.

Never underestimate passion, motivation, and proper organizational agreement
All too often the key figures in the hiring decision framework become overly fixated on quantifiable minutiae and, in the process, often neglect or erroneously diminish other crucial factors that are essential to determining whether or not a potential employee will flourish in their particular environment. I am familiar with some highly successful technology sales executives who decided to enter the recruitment field and ended up generating results that were far less than spectacular. In many instances, they had become accustomed to recurring streams of income and often disproportionately large customer wins that readily filled their respective quotas. Unfortunately, such ingrained reliance left them ill-prepared for the unequal and often differing demands of an executive search role. Others simply preferred to spend the brunt of their time in the field or found the nature of the work to be dissimilar from what they had expected.

Clearly it is important to make certain that potential employees possess a minimum amount of relevant skills and abilities to effectively operate in a certain role. However, it has been my experience that the truly great performers are more often than not those who may lack the most appropriate background, but are willing to do whatever is necessary to far exceed established standards. Their desire to be the best is unflagging, and they will quite often achieve far better results than individuals who have a seemingly more applicable set of qualifications on paper along with highly pertinent knowledge. Underperformance by those perceived as exemplary may be due to a host of reasons, some of which include: a) lack of necessary impetus to excel, b) satisfaction with current expectation/success ratio, c) improper fit with the company’s structure and systems or d) outside demands that require a great deal of attention. The important thing to note is that employers must give sufficient weight to qualitative intangibles when making a hiring decision.

Always expect the best possible outcome
It is absolutely essential to maintain confidence and resolve even in circumstances that may appear dire. A positive perception of one’s abilities combined with a diligent and professional demeanor, particularly during the most trying of circumstances, will produce extraordinary results. Even if a certain assignment is not completed successfully, all involved will greatly appreciate the sincerity and determination of your approach and will be more than willing to utilize your services again in the future.

Never assume anything 
I recall working at a company with one individual who only became aware that a placement had gone awry when the client organization called the day after the candidate was to begin work and wondered why he hadn’t shown up. It turned out that he had received an offer from another company which he had decided to accept. Neither person felt it necessary to make contact and the results were abysmal and very possibly avoidable if the recruiter had followed basic protocol.

Some things will simply be beyond our control. Many others, however, can and should be attended to with as much diligence as possible. Increased attention to seemingly small details such as candidate presentation, interview preparation, follow-up, and other pertinent factors will dramatically increase success in all areas of the hiring process and life in general.

Embrace the unexpected
In the example given above, it would have been a simple matter for the VP to storm out of the room in anger and call off the entire slate of examinations. However, he was an individual who had experienced great success by wielding the ability to recognize opportunity where others simply saw distraction or wasted time and effort. Most importantly, he had always made it a point to confront, control, and nimbly guide all potentially deleterious events in a direction and manner that was as undaunted and forthright as possible. Even if things do not fare as well as hoped, the lessons learned from the unforeseen event are quite valuable.

Systems and structure are great; adaptability is golden 
We all have developed particular standardized methods that have proven to be productive. However, too many people seemingly become bound by the confines of an established set of procedures and protocol and are either unwilling to advance their abilities due to perfectly natural apprehension, or they simply are not allowed such latitude due to corporate policies. The difficulty, of course, is that humans are not hamburgers and, try as we might, there simply is not a single approach or framework that ensures uniform success for all. Individuals must be allowed sufficient leeway within an established scheme in order to fully utilize their particular skills and abilities.

Do everything possible to maintain and enhance relationships with clients and potential candidates.
Certainly a very basic tenet, but one that often seems to be neglected or entirely disregarded in the quest to generate business. In the case illustrated above, not only did the company still offer to pay a recruitment fee, they offered to do so without hesitation due to the fact that we had an exceptionally strong track record with the firm and many of its executives.

Through great initiative, preparation, and basic drive Steve had won a highly coveted position over a number of supremely qualified applicants, all of whom had exceptionally appropriate experience and proven success in the sector in which the company operated. The VP of Sales had been willing to take a studied chance on an individual who would require training and a brief period of time to appropriately acclimate. Nevertheless, the amount of business Steve might generate above that of other candidates would more than make up for the initial investment requirements.

Bob had always believed that items such as motivation, extended record of performance, and attitude should carry as much (if not more) weight than product knowledge, company pedigree, and time in the sector. By being open to an overture that many may have quickly dismissed and maintaining an approach that willingly incorporated a tempered tolerance for calculated departure from the standard he had hired a champion sales professional.

The post Lessons Learned From an Unexpected Candidate Placement: Part 2 appeared first on Software and Technology Sales Recruiters.

I became aware of this fine bit of cunning immediately after I contacted Mark at the time we had assigned for a post-interview debriefing. Needless to say, I was not overly pleased. This was an individual I had never spoken with, and I knew nothing about his background and abilities. I had carefully and thoroughly prepared Mark for his evaluation the day before it was scheduled to take place. I also checked in with him the next morning to make certain all was still proceeding accordingly and to address any potential loose ends we may have thought of in the interim. He had given me excited reassurance that his interest in the position was strong and he looked forward to his engagement with the company’s leadership.

When I asked Mark why he had not simply brought Steve to my attention and let me make a proper introduction to the hiring manager, he told me that he felt there was no chance I would move forward with him due to his specific experience. Upon further discussion, I suspected he was most likely correct. Although I always put a premium on qualities such as motivation and desire (and it was clear that this individual was quite driven and he did indeed have some relevant contacts who would undoubtedly be of great assistance in that location and position), his background simply was not within even the most generous outer parameters established by the hiring manager and myself.

Fantastic, I thought. Hours of networking and careful recruitment had just been undone by an errant act that would most likely not only cast a somber timbre over the entire slate of talks due to the fact that Mark was expected to be the first to appear for the sessions but, most importantly, my relationship with the hiring manager would be irrevocably damaged.

As I picked up the phone to get feedback from the VP, my initial thoughts were rather similar to those Washington must have had when he learned that Arnold was interested in signing away the fort. Perhaps not quite so vexing, but very disconcerting nonetheless. However, I had been in awkward situations such as this in the past and had found that it was always best to find the potential positives and gracefully temper any amount of ire that may be forthcoming – warranted or not. I had already spoken to the other four candidates and had not detected any signs of untoward animosity or outright disdain. Indeed all individuals had greatly enjoyed their respective conversations and looked forward to pursuing the position with all alacrity. My general outlook on things picked up ever so slightly. Even though Steve had most likely tainted the process and possibly set up a rather unpleasant round of discussions for the subsequent individuals, I started to get a feeling that things had progressed better than expected.

The other end of the line became live and I was greeted with… a laugh?

“Dan, I had a rather interesting day today,” Bob the VP said.

“Yes, Bob,” I said, “I suspect you did.”
He then explained how the unexpected guest had blown into the room, rapidly outlined the situation, and asked for 30 minutes of his time. As Steve had undoubtedly hoped, Bob figured the hour was fairly well shot anyhow and thus acceded to his request.

Things went exceptionally well. Bob told me that there was no way he would have agreed to see him based on his standard qualifications and experience. However, this particular candidate had three things going for him:

· A proven record of superb accomplishment against quota in a wide array of fields.
· Tangible evidence of his willingness to do whatever was necessary to achieve his selected goals.
· Bob simply liked him more than the others – an important component to the recruitment process that may get somewhat neglected at times but has   proven to be a primary factor in more instances than many might like to admit..

The biggest surprise came next. Bob wanted to hire him on the spot. He was absolutely convinced that Steve would be an incredible asset to the company and wanted to have him join his team as soon as possible. We rapidly agreed upon terms for all parties and Steve started work there that week. He is still with the company and has consistently been ranked within the highest echelon of performers each year since he started.

This experience was quite valuable as it reinforced my belief that certain highly appropriate variables are all too often discounted in the quest to locate what is perceived to be the ideal candidate. There are a multitude of pertinent thoughts that may be extracted from this particular event. I’ll convey my thoughts on those in Part 2.

The post Lessons Learned from an Unexpected Candidate Placement: Part 1 appeared first on Software and Technology Sales Recruiters.

The high-water mark of 1999-2000 is readily apparent, as is the trough of the 2002-2003 post-bubble cycle. Confidence was restored to some degree beginning in 2004, but the number of offerings in the years up to the current date barely surpassed that set in 2000 alone.

How have things fared for venture funded companies during each quarter of the current year for all companies?

The enormous Visa event of Q1 appears much like the Sun set against a hobbled solar system.  Things regressed to the point where there is a solo orb remaining (Grand Canyon Education out of Phoenix) at the end of the year that is highly symbolic of the status of the current IPO market. In short, it tanked massively across all sectors.

Certainly an improved atmosphere for public offerings will return in due course, albeit perhaps in a form that may not approach even the middling numbers of the past few years for quite some time.  The question is whether or not many of the executives who might normally consider this route (particularly those in the high-technology field) even need to worry about going public when so many similar companies are being snapped up by massive entities who need to fill out a particular niche in their overall product stable.

Indeed, many leaders make it clear from the onset that their primary goal is to eventually have their venture funded organizations taken over as opposed to undergoing the process necessary to reach and put forth a successful public offering or sustain long-term operations as an independent entity.  Add to this the myriad of issues that must be addressed on a regular basis after the company becomes publicly traded and it’s not a surprise that many are leery to take that path.  Often it is much easier to seek partnerships with an IBM or HP, make certain they utilize your product as much as possible, and wait until representatives show up at your door with a bag full of cash and an acquisition offer. Frankly, in many cases, it’s an approach that is hard to argue against.

The post Motion Chart of U.S. Venture Funded IPO’s from 1998-2008 appeared first on Software and Technology Sales Recruiters.