ExecuNet Executive Insider http://insights.execunet.com en 2012-05-25T13:06:00-05:00 Are You Really Capable of Change? http://insights.execunet.com/index.php/site/are_you_really_capable_of_change_ei/#When:13:00:00Z
Lots of business leaders say they're ready for change. They're eager to get on with something new. But the ugly truth, particularly for executives with a painfully deficit of self-awareness, is that they're simply incapable of change.

This incapacity to see an enterprise from a new or different perspective or to pursue a new course that may require an open-mind and willingness to engage in serious discovery is debilitating. It stops companies in their tracks. It prevents them from ever reaching their full potential. It alienates more self-aware peers and subordinates, and it can also have devastating results on executive careers.

Some people won't change because they feel they've earned the right — and have plenty of experience — to be themselves and stick to who they've been and how they've led for so long. They simply don't see the need to change because they don't know themselves or lack the appetite or sheer emotional intelligence to understand how they impact and influence others.

With others, it's an ego thing. A huge ego knows everything. A huge ego expects to be served, not to serve, let alone look within for reasons why they should change and how their lives, careers and organizations could be served by a new outlook, a new agenda, a new way forward.

And there's another crowd that won't engage in game-changing behaviors unless they have documented proof of what will come from it. These wholly risk-averse leaders are focused on data, proof-points and information streams and are typically unwilling to explore the many paths to innovation and renewal.

Today, executive leaders will only go as far as their capacity to change themselves and their organizations. Everyone thinks they can change. Sort of like everyone thinks they're a nice person, thinks they're likeable, good looking or funny.

The problem is, when you're seeing the world and the enterprise from your own lens alone, you're missing not only the big picture, but also plenty of big opportunities to lead at a time when change is a constant mandate for organizational and executive success.

If you found this article helpful, leave a comment and also share it with others.]]> Your Career 2012-05-21T13:00:00-05:00 What Successful Executives are Doing Now http://insights.execunet.com/index.php/site/what_successful_executives_are_doing_now/#When:20:12:00Z
High-achieving leaders find networking six times more effective for creating career options than online job postings, according to our hot-off-the presses research from ExecuNet's 20th annual Executive Job Market Intelligence Report. Further, networking is the activity executive recruiters maintain to have the greatest success finding candidates.

With the economic pain of the last few years subsiding, executives are strengthening their power — either in their current roles or preparing for new ones. Here's where they are focusing their energies:
  1. Routinely building network outside company/increasing visibility and participation with industry groups
  2. Continuing to expand functional/technical skills and expertise
  3. Working "all out" to do my best in current role
  4. Actively developing leadership skills
  5. Developing and building awareness of my "personal brand"

Are these the steps you're taking to manage your career? Can you suggest others that have worked for you? Let us know what steps you are taking to manage your career and then read the full report to discover the insights that have been gleaned from the survey results.

Click here to download your complimentary copy of ExecuNet's 20th annual Executive Job Market Intelligence Report, and let us know what you think!]]> Market Trends 2012-05-17T20:12:00-05:00 3 Career Lessons from Vanilla Ice http://insights.execunet.com/index.php/site/3_career_lessons_from_vanilla_ice/#When:13:22:00Z
I think I spent a little too much time alone in the car recently, because Vanilla Ice was sending me career messages while I sang along to "Ice Ice Baby." Cast no judgment on his music, sense of style or dance moves; you can find some inspiration when you sift through the beats:

  1. "Stop, collaborate and listen" is the showstopper line in the song, and where strong leaders should take heed. Instead of independently charging initiatives forward, see where you could team-build, get buy-in and feedback. Ultimately, the leader makes the decision, but good things happen when others are heard.

  2. "If there was a problem, yo, I'll solve it." Is there a better, more succinct, unique value proposition for a senior-level executive? Leaders are natural problem-solvers, and the better you are at conveying and displaying that to constituencies, the closer you'll get to your professional goals.

  3. Career reinvention: from rapper to real estate. Did you know that the rapper formerly known as Vanilla Ice, Robert Van Winkle, has a home improvement TV show? He also recently published a book about how to succeed in real estate. What he did was develop new skills for a dramatic reinvention, but with introspection, research and creative repositioning, you could find a new fit for your current career identity.

If you found this article helpful, leave a comment and also share it with others.]]> Your Career 2012-05-17T13:22:00-05:00 Executive Job Creation Remains Positive Despite Mixed Jobs Market Headlines http://insights.execunet.com/index.php/site/executive_job_creation_remains_positive_despite_mixed_jobs_market_ei/#When:13:54:00Z
A monthly ExecuNet survey of executive recruiters finds that 61 percent of them believe employers will leverage the economic climate by selectively "trading up" with new hires for existing senior management roles over the next six months, and an additional 23 percent of employers are expected add new executive jobs to their payrolls.

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


Only one percent of executive recruiters believe the current business conditions will move employers to shed management jobs in the next six months, although they believe 13 percent will simply choose to forego adding any new executive roles to their workforce.

In April, ExecuNet's monthly Executive Job Creation Index (EJCI) reached +20, a one-point gain from March. April's tally reflected a continuing positive trend toward more job creation at the senior–management level for roles that typically pay a minimum salary of $150,000 per annum.

ExecuNet's EJCI is a nationally recognized measure of expected hiring at the executive level and compares the number of companies expected to add executive positions over the next six months versus those planning to downsize their management teams or delay filling vacant management roles.]]> Market Trends 2012-05-16T13:54:00-05:00 Decisions that Define Leaders and Organizations http://insights.execunet.com/index.php/site/decisions_that_define_leaders_and_organizations_ei/#When:13:20:00Z
Some of the toughest decisions leaders are forced to make are those regarding the future of other leaders who've compromised the trust the organization has placed in them.

In recent months, a number of scandals have unfolded in the worlds of business and higher education. These have not only captured national headlines but also led institutions to question major hiring decisions and take action against leaders whose failures in their personal lives have cast a pall over their organizations.

In one recent case, one leader's decision essentially boiled down to this question: Was a subordinate's unrivaled success in a high-profile role and popularity among fundraisers more important than what was described as a repeated and deliberate attempt to mislead his employer about a personal matter involving another employee?

Particularly on issues of ethics and organizational culture, some would say that decisions by leaders to remove or suspend misbehaving subordinates were rather easy calls. That may be true, on their face, but consider all of the pressures applied by constituent groups with vested interests and the kind of win-at-all-costs mentality that often clouds these decisions.

What's most interesting about these leadership debacles — and given what they say about human behavior and hubris, we can believe there will be no end to them — is just how much they shape internal and external perceptions about what organizations really stand for, what they will tolerate and how their reputations can be tarnished by the wrong leader.

So long as organizations put leaders on the highest of pedestals, they run the risk of major reputational, cultural and constituent damage if a poor hiring decision is what really put them there in the first place.]]> Best Practices 2012-05-15T13:20:00-05:00 While You Were Out… http://insights.execunet.com/index.php/site/while_you_were_out_may2012/#When:13:16:00Z
Every executive needs to have demonstrable leadership ability to be marketable today. Whether you're currently navigating a company through this recent wake of economic catastrophe or you have high aspirations for your leadership career, you have to be able to "lead with purpose."

In a recent ExecuNet webinar, leadership expert John Baldoni, author of Lead With Purpose: Giving Your Organization a Reason to Believe in Itself, explained to the senior-level executive membership what they need to do to lead with purpose and why it's so important. Baldoni drew upon extensive research with successful managers to take companies and teams to the next level with renewed focus and improved direction, inspiring true commitment and optimism among their people.

According to 90 percent of managers surveyed by Baldoni, leaders must:
  • Communicate the vision
  • Link work to results
  • Show how customers benefit
  • Do what they promise
  • Instill confidence

"All of us want to know our work has meaning," said Baldoni. "We do things for a purpose. When our work has meaning, there is a level of satisfaction."

To find purpose in work, leaders need to communicate and link work to results. "The goal is to have employees as contributors. They can only be contributors if they know the purpose," added Baldoni.

Here's more of the monthly business insight to help you advance in your current role, find a new one, gain expert advice and learn what's happening in the marketplace:

Most popular in April:
Is Your Résumé Recruiter-Ready?
Do You Really Need an MBA?
Do Something Differently
Here's How You'll Get to the Next Level
Do You Talk About Fight Club?

What you may have missed:
Leadership, Defined by Leaders
President Clinton Positive about Interdependent Future
Executive Search Firms Follow Slow, Purposeful Path to Rebuild
Be a Chief Simplicity Officer
Do You Help Your Team Run?
Is Your Winner a Whiner?
Recruiter Confidence in Executive Job Market Reaches Highest Level Since May 2011
Six-Figure Hotline: Recruiters Won't Market You

The blog posts that keep on giving:
Welcome Back, War for Talent?
Lead with a Story
In Through the Out Door
Are Hard or Soft Skills More Important?
Screaming
]]> Best Practices 2012-05-11T13:16:00-05:00 Recruiter Confidence Slips but Remains Positive http://insights.execunet.com/index.php/site/recruiter_confidence_slips_but_remains_positive/#When:13:16:00Z
A monthly ExecuNet survey of executive recruiters finds most are confident the executive employment market will improve over the next six months, despite some slippage in that hiring indicator last month and a flurry of headlines about the sluggishness of the broader jobs market.

Confidence in the Executive Employment Market — Next 6 Months


In April, ExecuNet's benchmark Recruiter Confidence Index revealed that 53 percent of 167 responding executive recruiters indicated they were "confident" or "very confident" the executive employment market would improve over the next six months. That was down six points from March, however, the benchmark index stayed above the important 50 percent level that historically indicates optimism for a broader expansion of the jobs market.

Despite losing some ground in April, recruiter confidence about their own business growth remains, as executive search firms expect a 16 percent gain in new executive search assignments over the next 12 months.

Introduced in May 2003, ExecuNet's Recruiter Confidence Index is based on a monthly survey of executive search firms and recognized as a leading indicator for the economy and the executive job market.]]> Market Trends 2012-05-09T13:16:00-05:00 Managing Vision and Culture: The Makings of a Global Brand http://insights.execunet.com/index.php/site/managing_vision_and_culture_the_makings_of_a_global_brand_ei/#When:13:36:00Z
Howard Schultz, the former kid from Canarsie, is now mostly known as the king of coffee, but last year, he set his sights beyond Starbucks with social initiatives for cutting the debt, creating jobs and healthcare accessibility.

In just four years, Schultz took Starbucks out of a downward spiral and revitalized the brand, re-centering the focus on the core mission. In 2007, Schultz felt the Starbucks experience and the "theater" of the coffee shop were being diluted. The company was feeling the gravity from the impending financial crash, cutting 6,700 jobs and closing 800 stores worldwide.

Also in 2007, an internal memo was leaked that Schultz, then company chairman, sent to the CEO and management team, and within 24 hours, his life changed. In the memo, Schultz essentially pulled the rug out from under the company's "15-year magic carpet ride."

"I kinda smelled that growth, success was somehow covering up mistakes, and we had lost focus on our core reason for being," Schultz recalled at the 2011 World Business Forum, where ExecuNet exclusively reported. "For 40 years our mission and our business model had been to achieve the fragile balance between profitability and a social conscience. But as a result of our PE and the success of the company, we began to measure and reward the wrong things, and a virus, a disease, somehow infiltrated the company."

A year later, Schultz returned to Starbucks to restore the health of the business profitability but also to rekindle the core and guiding principles of the company. "It is important to exceed the expectations of your people first and then your customers," said Schultz.

"When we were about to lose 20 billion dollars in a year," the Starbucks CEO continued, "we weren't going to allow external forces to define who we are." He said the company did some unorthodox things, which others thought were courageous, but Schultz said they were just being transparent.

Among the risks the coffee company took:
  • Closed every store in America and retrained 130,000 employees to make the best cup of coffee in world

  • Took 10,000 store managers to New Orleans for extensive community service helping the victims of Hurricane Katrina

The CEO of Starbucks offered three key insights on consumer behavior and the paramount changes in how people respond to products and make purchasing decisions:
  1. Consumer confidence is down worldwide. People are spending less money and scrutinizing what they spend it on. Companies must create value propositions that are authentic, genuine and real. There must be an entry point for customers to believe and understand the value. "You as a merchant, and you as a leader, are putting your feet in the shoes of customers; understand with great sensitivity the pressure that they are under."

  2. We live in a hyper-connected world now, thanks to Twitter, Facebook, LinkedIn. Social and digital media are overtaking our way of grasping, receiving and taking in communication. Traditional marketing and PR is subordinate to social and digital media. The rules of engagement have changed dramatically. The mistake companies are making is they think these channels are there to sell stuff; they are there to build a level of emotional engagement and trust — not commerce.

  3. Customer choice is not only based on price or convenience; there is an importance placed on the values of your company and its authenticity. "Those companies that are doing the right thing — and not sending out a press release — that are active in the community really helping people are going to attract and retain great people and build an enduring relationship with the customer. Those companies that reject a social responsibility as a main reason for doing business, in my view, are not going to succeed."

Schultz then focused in on his recent mission: the national economy, which he called an "emergency situation." He didn't place the blame on the 9.1 percent unemployment rate, the lack of access to credit for small businesses, or the 42 of 50 states in budget deficit. "It is the unbelievable dysfunctionality in Washington," he said. "Is this the best we can get? Don't we deserve more?"

Our political process is fractured Schultz said, and Washington's leaders are unable to solve the country's problems. "We are on a collision course with time, and America is in trouble because we've allowed the vocal minority on both extremes to capture the voices of America and allow these leaders to lead us down a path we know is wrong! We need the vocal majority of America to speak up, and we need business leaders to recognize we can't wait for Washington to invest in the economy."

He asked whether the Marshall Plan would exist today in the US? He replied with a resounding "No" because it would require 61 votes to pass, and we wouldn't be able to make that happen! We've allowed the vocal minority to control leaders, and that has brought us down the wrong paths.

Schultz offered that Starbucks' efforts in Harlem and South Central Los Angeles were important because all the profits would be going back to these two communities. Additionally, Starbucks would help to create micro-funding for small businesses.

Social services are going to be cut US-wide in the very near future. Schultz implored citizens that if you hear or see something that isn't right, you must stand up. "We are better than us, we deserve more than us. Please do not be a bystander."]]> Best Practices 2012-05-07T13:36:00-05:00 Marketers Eyeing the Door http://insights.execunet.com/index.php/site/marketers_eyeing_the_door_ei/#When:13:31:00Z
"I am thinking of leaving my organization," reported roughly three in every 10 marketing executives surveyed for ExecuNet's 20th annual Executive Job Market Intelligence Report. Despite a couple years of salary decreases, their organizational spirits remained high, but now that compensation is bouncing back a bit, they can endure no more and are ready to walk.

Marketers were hit particularly hard by the recent economic collapse. They were among the first to see their ranks thinned, and were pressured to be more creative and produce results with fewer resources. Now, marketing executives are looking for new opportunities, and their positive feelings toward their employers have dwindled.

Top marketers are ready, and they're preparing their strategic plan to bring themselves to market.]]> Market Trends 2012-05-04T13:31:00-05:00 Adaptability Becoming an Even Better Predictor of Executive Success http://insights.execunet.com/index.php/site/adaptability_becoming_an_even_better_predictor_of_executive_success/#When:13:00:00Z
Over the past four years, nearly every company has had to confront the challenge of change in all its forms. From the need to shift to a new business model, serving new customers, doing more with less and getting creative when it comes to meeting financial commitments, the sheer pace and scale of change has been daunting.

Whether structural or cosmetic in nature, change has forced companies to work smarter and more efficiently than ever before and pushed them to build collaboration and innovation into their cultures.

But change, or adaptability to it, is equally rising to the point of a mandate for executive business leaders.

Executives are hungering for solutions in an uncertain and rapidly changing world, and to satiate it, they're working to close knowledge gaps and expand their networking with peers who already rate as professional confidants and those who should.

The pursuit of business and careers, therefore, really comes down to a search for change from the inside out. That is, executives know they'll continue to be intellectually stretched by the complex, global business challenges that are already emerging, and they will still be pulled in myriad directions by competing interests even after the economic downturn is put indisputably behind us.

Knowing when an environment is closing in around you, or your business model, is important. Seeing what's possible through new eyes and with a focus on new ideas is key. And sensing when a team of talented individuals is facing needless obstacles is also part of what's needed from business leaders in times like these.

There are many sought after skills in top executive leaders, but perhaps chief among them should be the perspective, self-awareness and confidence to know when and how to use them when answers and data are lacking and members of the team are looking to you for sound judgment and inspiring example.

Maybe leadership for today's organizations can be summed up in this: Knowing when to change your approach, adapt your communication style and your engagement with customers, and opening your mind to a new operating environment, yet also knowing your principals and holding firm to them no matter the shifting of business conditions.

Adaptability can be a source of strength, but as with so many things in work and life, perhaps too much of it can weaken an enterprise and a career.

If you found this article helpful, leave a comment and also share it with others.]]> Skills 2012-05-02T13:00:00-05:00 Leadership, Defined by Leaders http://insights.execunet.com/index.php/site/leadership_defined_by_leaders_ei/#When:14:29:00Z
Even author and Harvard Business School professor Bill George quoted someone else, Jeff Immelt, CEO of GE, when he spoke about leadership: "Leadership is a long journey into your own soul." But, George added, "Nothing is more fulfilling than leading, bringing people together to make a difference in the world."

As leaders, you've read countless volumes learning how to better lead and drive team performance and organizations, and spent more untold hours on-the-job doing, but sometimes it's a simple phrase that crystallizes the leadership experience. Here's some inspiration from successful leaders ExecuNet has captured while on location that we've collected to share with you.

"Every solider or employee needs to know why their job is important, not why yours is. It's the leader's job to communicate this clearly; give them the tools to get the job done and to inspire them to want to do the things they must to accomplish the goals."
—Colin Powell, retired US General and former Secretary of State

"You have greater influence as a manager or leader than as a volunteer. It's a ministry. Don't wait to look back from retirement to realize that."
—Patrick Lencioni, author of The Five Dysfunctions of a Team

"The best leaders hire over their heads every time."
—Bill McDermott, co-CEO and member of the Executive Board of SAP

"You want people to feel that they own the business because as a leader, you're more likely to think 'If I'm an owner, failure is not an option.'"
—Carlos Brito, CEO of Anheuser-Busch InBev

"The higher up you go — the more money you make — the more our role as leaders of the organization is building the future of our companies."
—Renée Mauborgne, co-author, Blue Ocean Strategy, fellow and professor, INSEAD

"We're so busy that we are always giving our people the answers. Instead, be quiet. Challenge them to come up with the solutions. We need to build a culture of solution finders. It takes time but you must force them to take the time to go away and come back with solutions."
—Daniel Harkavy, CEO of Building Champions Inc.

"Good leaders come in all sizes and shapes — what they have in common is followers. They set high expectations, are resolute in the face of adversity, and when others say it can't be done, they make it happen."
—Bill McDermott, co-CEO and member of the Executive Board of SAP

"They [leaders] hire self-motivated people and give them a charge, a direction (to head). Some companies do a very good job of the reverse. They hire self-motivated people and beat motivation out of them."
—Jim Collins, author, Good to Great and Great by Choice

"We are a big publicly listed company, so we confirm our strategies with facts but always lead with intuition. You can't prove something you haven't tried before will be successful but we have to enable and empower intuition."
—Angela Ahrendts, CEO of Burberry

"The defining quality of a leader in today's business world is their capacity to define a common purpose, to explain how others fit into corporate strategy, to outline what they can do to make a difference, and then to empower them to achieve the dream."
—Gary Burnison, CEO of leadership consulting firm Korn/Ferry International

Let us know which leadership quote resonates with you or if there is a saying you turn to for inspiration.]]> Best Practices 2012-04-30T14:29:00-05:00 Is Your Résumé Recruiter-Ready? http://insights.execunet.com/index.php/site/is_your_resume_recruiter_ready_ie/#When:13:07:00Z
More than half of the executive résumés that landed on recruiters' desks needed improvement before they could be submitted to a potential employer, according to ExecuNet research, which could cause your application to be delayed or rejected.

Your résumé may be complete, but is it optimized for the right opportunities? This topic evoked an active discussion on ExecuNet's member blog, and the executive community shared their tips from both candidate and hiring manager perspectives:

"Highlight RESULTS. The bottom line is simply answering what in your history shows that you are the one who will make that recruiter look like a hero by finding the one person who will make the decision-maker's life easier."

"Your opening statement should directly imply or state what opportunity you are looking for. If you are a jack-of-all-trades don't expect a recruiter to figure out your career objective. Say it!"

"Today's effective résumés are different than five or even 10 years ago. They're personal marketing documents that brand, package and pre-sell you. At the same time, they are telling a compelling story, are reader-friendly, skimable (written in bullets not paragraphs), focused on accomplishments with metrics and use 'keywords' so you're easily found by recruiters."

"Provide a good chronology of employment. Trying to hide gaps in employment only brings attention to them. Instead, accept reality and have a good explanation. Your honesty and forthrightness will be appreciated."

"You have less than five minutes to catch a recruiter's attention. Quantify your experience wherever possible. Cite numerical figures, such as monetary budgets/funds saved, time periods/efficiency improved, lines of code written/debugged, numbers of machines administered/fixed, etc. which demonstrate progress or accomplishments due directly to your work."

"Although many people are totally capable of writing their own résumé, I would definitely recommend talking to a professional résumé writer to find out what companies are looking for today in your résumé."

We've collected the best advice, suggestions and tips from senior-level executives in this white paper: Peer Point-of-View: How to Make Your Résumé Recruiter-Ready. Click here to download it with our compliments and let us know what you think. ]]> Your Career 2012-04-30T13:07:00-05:00 Do Something Differently http://insights.execunet.com/index.php/site/do_something_differently_ei/#When:13:57:00Z
When executives began their most recent job search, they thought it would take just over six months to land their new position, according to ExecuNet research. But when a new job didn't materialize after that period of time, our survey respondents estimated it would take almost another half-year before their search efforts were effective.

On average, it had been 6½ years since these executives had last been in a job search, and a lot has changed since mid-2005: The unemployment rate was at 5 percent, and in ExecuNet's 2006 Executive Job Market Intelligence Report, our analysis focused on the high demand for executive talent. Here's what we wrote back then:

"Both search firms and corporate recruiters strongly acknowledge the dearth of qualified executive talent available, and over two-thirds of executives report that the demand for their high-level skills will have a positive impact on their career in the coming year ... Further demonstrating the volume of executive opportunity available, roughly three-quarters of search firms report that their candidates had more than one offer to consider in 2005, and 46 percent of client companies are adding incentives to entice new executive talent."

What has changed in the 6½ years since their last job search? Here are the problems job seekers recently told ExecuNet they were encountering, and our solutions to mitigate them:
  1. Not enough opportunities found at their level — This complaint is not surprising since the large majority of $200K positions are not openly posted, for fear that the recruiter will be inundated with unqualified résumés. Use job boards to research companies, but use your network to find and create roles.

  2. Taking longer to land — You can easily shorten your transition time if you are in a perpetual state of career management. C-level executives always have an eye out for the next business partnership opportunity and so should the professional who is effectively managing his or her career.

  3. Available positions are put on hold — "On hold" does not necessarily mean "eliminated" so stay connected to the recruiter/hiring manager and ensure they continue to see you as the solution to their problems. That doesn't mean regularly checking in to see if the position has been re-opened; instead keep them apprised with market trends and relevant information.

  4. Recruiters are not returning calls — Friends and acquaintances generally return calls; people you call out of the blue for jobs, might not. Establish relationships with recruiters well before you need something.

  5. No multiple offers to consider — Just over half of the ExecuNet-surveyed executive recruiters reported that candidates had more than one offer to consider, up from 35 percent in 2010. Adjust your job search activities to reflect contemporary conditions and you might have more options, too.

What are you doing differently in this job search than the last time? Let us know.]]> Your Career 2012-04-26T13:57:00-05:00 President Clinton Positive about Interdependent Future http://insights.execunet.com/index.php/site/president_clinton_positive_about_interdependent_future_ei/#When:13:54:01Z
Bill Clinton is uniquely qualified to offer perspective and potential solutions for bolstering the American economic system. His eight years in the White House have been followed by global volunteer work in places like Haiti, while his wife, Hillary Clinton, attends to her duties as Secretary of State.

"I'd like to give you framework for which I view the world, including the current economic crisis, not so you can agree with me but so you can form your own framework," the former president offered at the 2011 World Business Forum, where ExecuNet exclusively reported,. "We're experiencing the political equivalent of chaos theory in physics. It's inherently confusing and in need of clarity."

"One thing no one can change is our growing interdependence," he continued, "a world of nets instead of brick walls. What happens in one place can affect another."

As an example, Clinton pointed out that a recent chain reaction: European banks have Greek sovereign debt, and many American banks have investments in European banks. He said, "Whether we like it or not, we're all in this together. No one can reverse the growing interdependence of world. It can be positive or negative — or both."

Speaking to the live audience at the Javits Center, and thousands by webcast including 40,000 students watching remotely in 14 countries, Clinton ticked off a roster of ills faced by the world's poor:
  • Half the world's people live on less than $2 per day
  • 2.5 billion people don't have access to clean sanitation
  • 1 billion people without access to clean water
  • 1 billion people go to bed hungry at night
  • 100 million kids don't attend school
  • 1 in 4 die from "diseases of the poor" that come from dirty water; others die from "diseases of near-poor" in rich countries, like heart attacks, obesity and food-related cancers; Diabetes is becoming a problem in India, as countries trade healthy diets for Westernized fatty foods.

It's an interdependent world with a lot of inequality, and it's also highly unstable, in the form of organized crime, narco-traffickers, militant Islamic groups, and the financial crisis.

Additionally, Clinton said, the world we live in is not sustainable because of how we consume natural resources. Nine of the 10 hottest years on record occurred in the last 13 years; "Tornado Alley" has expanded to places such as Queens and Massachusetts; Glacier National Park is threatened by pine beetles that never lived that far north before.

"The modern world is too unequal, too unstable, too unsustainable. It's the job of every thoughtful person to figure out how to live a responsible life and pursue your business career in a way that build up the positive forces and reduce the negative of our interdependence," Clinton implored.

The former commander-in-chief pointed out problems other countries face and their work toward mitigation: Haiti is building new systems in education, healthcare, government, finance, infrastructure, and sustainable agriculture. The Chinese are managing environmental strains against their economic explosion. Brazil is burning more biofuels from sugar cane than they are using gasoline, while reducing greenhouse gases, and eliminating rain forest cut down.

Rich places, like Japan, Europe and the US, Clinton said, will have a harder time changing because "whenever a country gets wealthy their systems get rigid. People running things are benefiting and are more committed to keeping than losing or taking risk. That's what's happening now."

He called for America to "get back to basics" and look at our assets first. The US is younger than major competitors, with more immigrants, diversity and innovation, but other countries are catching up in every way.

Clinton quickly summarized the government's actions right after the Recession to lay the foundation for next steps. "What's happened since 2008? We saved the financial system from collapsing. We restructured the auto industry, saving two million jobs. The Stimulus put a floor under the Recession but couldn't lift us out of it."

"We need to make the systems work better by getting the money flowing again," he said, "There's lots of money in American base corporations." Clinton said there is some two trillion dollars in cash not yet dedicated to overseas operations, executive and employee compensation and stock buybacks.

"We need to make the corporate tax rate more competitive. Some pay 35 percent income tax and some pay 17 percent because of uneven deductions and credits available."

Clinton pointed out that our economy is largely driven by consumer spending, but most of the wealth is in the housing market, which has significantly decreased. He suggested government refinancing, whereby those with perfect credit would get four-percent mortgages. "Let's stop houses from being dumped on the market and driving down values. Rent them out for the cost of maintenance, utilities and taxes and stop the downward spiral," he recommended.

The crowd of thousands of World Business Forum delegates applauded when the former president said the government should loosen credit for small businesses. "Forty percent of small businesses would hire more people if they could finance an expansion."

All good ideas, but what stands in the way of progress is politics. "Our politics is dominated by conflict. The government would mess up a two-car parade."

"Every success story is characterized by cooperation, not conflict. What works in real world is cooperation, and what works in politics is conflict. Politics is messing us up," claimed Clinton.

He reminded that the countries doing best are the ones where people are working together, and he was hopeful the US would correct its current course of conflict.

"Be positive about the future. People have been betting against America for more than 200 years and they have all lost money. We always found a way to work together and put our country back in the future business.

Be entertained by the conflict, but be relentlessly focused on the future. We might get out of it in less than five years but we need to work together."]]> Best Practices 2012-04-24T13:54:01-05:00 Do You Talk About Fight Club? http://insights.execunet.com/index.php/site/do_you_talk_about_fight_club/#When:13:57:01Z
Some leaders view conflict as fighting and ignore it, but conflict-avoidance can be every bit as damaging as all-out conference room brawls. "Conflict can be cancerous to an organization," said a president in the manufacturing industry during a discussion in ExecuNet's General Management Roundtable. "The sooner you deal with it the better. It will not go away, and will only get worse. I have found that one must deal with it quickly, fairly and firmly. When dealing with conflict, the longer you delay, the 'cancer' will grow and has the potential to devastate an organization."

Another member, who is a chief executive of a computer company, not only dealt with it, he embraced it and harnessed the tremendous power he found in the results. "When there is no conflict, there is no passion. When there is no passion, there is no engagement. When there is no engagement, there is mediocrity. Conflict is not a bad thing if you know when to use it, why to use it and what it can bring to your organization."

Managing conflict properly is a delicate skill, and authors of Becoming a Conflict Competent Leader, Craig E. Runde and Tim A. Flanagan distinguished between constructive and destructive conflict in their presentation to the membership.

Task-Focused Conflict (constructive)
  • Focused on task and problem-solving
  • Positive effect
  • Tension decreases
  • Group functioning improves

      Person-Focused Conflict (destructive)
  • Focused on personal
  • Negative emotions (anger, frustration)
  • Tension increases
  • Group functioning decreases

If you, as the leader, set a good example and deal with conflict quickly and positively, your team is likely to model that behavior and you'll soon see more group cohesion, trust and better performance.

How do you handle conflict? Or maybe you don't handle it all. Let us know.]]> Best Practices 2012-04-20T13:57:01-05:00 Here’s How You’ll Get to the Next Level http://insights.execunet.com/index.php/site/heres_how_youll_get_to_the_next_level/#When:13:42:00Z
In ExecuNet's recent executive job market intelligence survey, nearly 2,600 corporate leaders told us what they really needed to do to get to the next level in their careers.

The responses ranged from "nothing" to specific recommendations for the President of the United States. And while I haven't done a full analysis on this portion of the data, it seems many answered from a place of internal locus of control, whereby one is responsible for taking the necessary actions to create their own success. As examples:

"Continue to focus on refining my leadership and communication skills to optimize overall effectiveness."

"Improve my visibility, both online and through networking and résumé development."

"Pick a path and stay committed. Do what it takes."

"Determine where I want to go next and what industry/field holds my interest. Determine what factors matter most to me in my next position and then begin marketing myself to companies that meet those criteria."

"Bring idea to life cross-functionally."

"Enhance skills in global leadership."

"Within the company, help CEO recognize the impact of the cultural and performance changes made in my business unit and the impact they would have on a broader scale. If outside current company, improve networking activities and skills."

"Develop and build awareness of my 'personal brand.' I do not do this as well as I should."

"Be open to opportunities that may not at first appear to be so. Recognize trends of change in the healthcare industry and be ahead of their implementation by being the 'smartest guy in the room' to effect revenue enhancing policies and procedures."

"Say yes."

"Start my own company."

"Become more computer-savvy and more skills in all types of social media."

"Think smarter. Work smarter. Have better discernment. Learn how to grow my team to a higher level of excellence quicker."

"Willingness to change."

"Do something spectacular."

Those who are guided by an external locus of control generally believe that external factors dictate their destinies:

"Opportunity. We have had a significant shift with our senior leadership team and as a result my opportunity for advancement has been limited due to my relationships with the previous CEO and vice presidents."

"A bull market!"

"An organization looking to fill 'needs' with requisite skill sets, rather than basing judgments solely on past titles held."

"Convince board member that I’m capable to move out from CFO position to CEO."

"Luck — getting into a start-up early enough."

"Quitting of the boss!"

Also hidden among the responses was some good general advice: "SMILE - RELAX - ENJOY!"

What will get you to the next level in your career? Let us know!]]> Your Career 2012-04-18T13:42:00-05:00 Be a Chief Simplicity Officer http://insights.execunet.com/index.php/site/be_a_chief_complexity_officer/#When:13:49:00Z
Every manager — from the CEO down — has to focus on continually reducing complexity, and this senior technology executive asked his peers in ExecuNet's General Management Roundtable how their companies were managing complexity in today's fast-changing environment.

"I recently worked for a company that was involved with too many diverse products and initiatives, using too many complex processes to simply stay in business," responded a director of operations engineering. "I believe the problem was a failure to develop a specific mission, vision and values. The company does not know where they are going because they haven't taken the time to do the market research, evaluate the competition, nor have they taken an inventory of their skill sets and core competencies. The result is a company spending too many resources in too many ventures that have little chance for long-term dividends and sustainment. Mid-level managers are left to manage the resulting chaos."

Whereas a company can get bogged down in complicated processes, this director of marketing found procedures would have been helpful, not a hindrance, where he recently worked. It was a fundamental failure in leadership, he asserted, and the organization was unfocused. "I have come to realize that such companies do not appreciate the benefits of being process-oriented and lack basic understanding for prioritizing activities across the board. It speaks to lack of competency in setting mission, vision and strategies at the leadership level, and instead preferring to 'do stuff.'"

Another ExecuNet member, who is a vice president in the electrical equipment industry, added from his experience, "Reducing complexity starts with avoiding confusion. Clarity and simplicity are top-down statements of work which must be correlated, tightly, to the company's vision. Vision is simply who are we; where are we going; and what's guiding us there. Lastly, a company culture built around LEAN Six Sigma principles will create best practice, and I've never been associated with a best practice that was a complex practice. Remember, speed kills."

How have you managed complexity in your organization?

If you found this article helpful, leave a comment and also share it with others.]]> Best Practices 2012-04-16T13:49:00-05:00 Do You Really Need an MBA? http://insights.execunet.com/index.php/site/do_you_really_need_an_mba/#When:20:03:00Z
Some who were unemployed during the last few years chose to use that time to pursue additional education, hoping the degree would accelerate their job search or enable a career change.


For executives, an MBA is often a natural choice but does the cost of tuition necessarily translate into an increase in pay? Expert opinions are mixed and the decision to go back to school is an individual one, but it's important to know what options are available. MBA programs have evolved to become very specialized, enabling adult learners to customize programs that meet their time schedules, business and career goals.

Of the nearly 2,600 senior-level executives ExecuNet recently surveyed, 35 percent currently had an MBA; 10 percent had another graduate degree; 4 percent had earned a doctorate; and another 4 percent had a professional degree (MD, JD). Overall, 34 percent are considering/may consider earning another degree with engineering executives most likely to go back to school.

We've collected the best advice, suggestions and tips from senior-level executives in this white paper: Do You Really Need an MBA? Click here to download it with our compliments and let us know what you think.]]> Your Career 2012-04-12T20:03:00-05:00 Executive Job Creation Extends Positive Trend http://insights.execunet.com/index.php/site/executive_job_creation_extends_positive_trend/#When:13:43:00Z
A monthly ExecuNet survey of executive recruiters finds that more than one quarter of them expect employers will leverage the current economic climate by adding new executive management roles over the next six months.

In March, ExecuNet's monthly Executive Job Creation Index (EJCI) reached +19, its second-highest level since June 2011. Further, the 27 percent of companies expected to add new executive management jobs was also the second highest rate registered since June 2011.

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


"The trend line here on executive job creation remains positive and increasingly credible given four solid months of projected management hiring by companies," said Mark M. Anderson, president and chief economist of ExecuNet. "We're seeing more companies rebuild and fewer than 2 percent still eliminating top jobs. From the perspective of the executive recruiters we polled, we're beginning to see some real momentum in the executive employment market," Anderson added.

ExecuNet's EJCI is a nationally recognized measure of expected hiring at the executive level and compares the number of companies expected to add executive positions over the next six months versus those planning to downsize their management teams or delay filling vacant management roles.]]> Market Trends 2012-04-11T13:43:00-05:00 Do You Help Your Team Run? http://insights.execunet.com/index.php/site/do_you_help_your_team_run/#When:13:23:00Z
A few months after losing my beloved dog, Moca, of 12 years, I began looking for another companion. A friend who worked with a shelter in Puerto Rico sent me some pictures, and I was immediately drawn to Hope, a year-old mix recovering from an injury it was believed she incurred during her time spent abandoned on the streets.

When I met her, she took a few steps toward me and fell, and then never seemed to fully regain her footing. We thought it was due to her long trip, nervousness and new surroundings, but she didn't improve when we got her home.

Watching her struggle to walk was heartbreaking, as she could only take a couple of steps and fall over. She couldn't even get herself upright from the hardwood floors, dragging herself around the house instead.

While Hope did show signs of injury as the shelter in Puerto Rico suspected, our vet's diagnosis was more dire: she had a neurological condition that caused permanent disability. She would not get better.

If Hope's potential was limited, then we had to give her the tools to make the best use of the skills she had.

A small sock with a non-skid surface helped her walk on the hardwood floors, and a dog boot stabilized her for outdoors. After a couple of tumbles down the stairs, we got on hands and knees and manipulated her legs up and down so she could better understand the movements. The right motivation came when the cat ran downstairs for refuge during a game of chase!

Unexpected mentoring came from Sunny, the dog sitter's own mixed breed with hip dysplasia. The two canines spent a week together and Hope learned all of Sunny's tricks on how to overcome a physical limitation.

Hope has been with us just five months and the progress has been amazing. There is still evidence of her neurological condition, but she has figured out ways to compensate and gained confidence in her unconventional methods.

Hope is now a regular at the dog park, running and playing with the pack, albeit for limited lengths of time. She chases the ball in the yard and the cat up and down the stairs. She can even jump onto the bed, couch and into the back of the car on her own.

While we may have taught her how to live a dog's life, there's a lot more that I learned from her. Whether it's developing pets or people, there are some basic principles:
  • Pay attention to what your people need and work to get them the appropriate resources.

  • The right environment can make a big difference. Hope would have never gotten better among 150 dogs in a shelter, but she thrived with one-on-one support.

  • Find incentives to get the required outcomes.

  • Peer mentors can sometimes achieve what supervisors can't.

  • Confidence begets confidence. If your team feels like they let you down it will become a self-fulfilling prophesy.

We bring you business insight to help you advance in your current role, find a new one, gain expert advice and learn what's happening in the marketplace every day.

If you found this article helpful, leave a comment and also share it with others.]]> Skills 2012-04-10T13:23:00-05:00 Is Your Winner a Whiner? http://insights.execunet.com/index.php/site/title_is_your_winner_a_whiner_ei/#When:13:17:00Z
Executive and corporate recruiters have said that skills and experience are the 50 percent that gets you in the door for an interview. Cultural fit, attitude and personality are the other half of the equation and will get you the offer.

Both are equally important, and the members of ExecuNet's Operations Roundtable grappled with the dilemma of how to manage a high-performing employee with a pessimistic attitude, leading a vice president of a food and beverage company to remark that proper handling of this type of person is one of the true tests of an individual's management skills.

"In the military, your peers, men and commander would give you hell if you were negative because they highly value what unit "morale" is, (even if the mission sucks)," said a high-level aerospace executive. His solution was to provide feedback, as he has "rarely met people who do not appreciate an honest bit of information about themselves ... provided it is given constructively and with their best interests at the root."

Another Operations Roundtable participant found a solution that that could beneficially channel this employee's negativity. "He may be highly risk adverse. Thus, having him lead risk management projects might result in a more complete plan, deeper insights into organizational risks, and a release for him to expose his doubts to public light. Sometimes, when pessimists are allowed to air their fears openly and with low risk of retribution, they find their fears to be less scary than they thought."

A pessimist could be a performance drain on a team, and perhaps the organization, the COO of an energy company pointed out, and correcting the issue quickly has huge upside potential. "Imagine the effect on your organization if the person was NOT a pessimist."

Have you had to manage someone like this?

If you found this article helpful, leave a comment and also share it with others.]]> Best Practices 2012-04-09T13:17:00-05:00 While You Were Out… http://insights.execunet.com/index.php/site/while_you_were_out_00/#When:13:14:00Z
Your subject matter expertise is your differentiator; it exemplifies your individual intellectual capital and highlights your core competencies. But it has to be effectively promoted outside your immediate circle to a bigger network of influence if you want to get "known for what you know."

In a recent ExecuNet webinar, Peter Winick, who has worked with many thought leaders as he built and managed several consulting and professional development organizations, explained how executives can effectively promote their skills to a larger network.

  1. Define Your Platform. What do you want to be known for? Winick suggests identifying something that you're passionate about or experienced in. "It doesn't have to be creative," notes Winick. For instance, it could be your interpretation of a communications style.

  2. Who's Your Market? "What is your hope that individual will do, see, act and behave differently as a result of being exposed to it," Winick adds.

  3. Build Your Content. "Every piece of content needs to be considered an asset" from which you receive a return, says Winick. "Once you create something, see if it's being utilized or idle."

  4. Where's Your Market? Video, articles, blog postings, white papers, audio, etc.

  5. Articulate Your Brand. Thought leaders should identify what is unique about their brand and how it can impact individuals, teams and organizations.

  6. Target Your Message, Your Content. "You can't be all things to all people," notes Winick. "What are the top three constituents you are trying to reach?"

Here's more of the monthly business insight to help you advance in your current role, find a new one, gain expert advice and learn what's happening in the marketplace:

Most popular in March:
Are Hard or Soft Skills More Important?
Lead with a Story
In Through the Out Door
When Your Company Has the Urge to Merge
Welcome Back, War for Talent?
Successful Executive Networking: It’s All About What You Say to People You Don't Know

What you may have missed:
A Critical Measure of Committed Leadership
Trading Up is Hard to Do
Most Search Firms Hold Off On Own Hiring, Watch Economy
Find a Way to Have Them Stay
Opening Your Mind to an Ever-Changing Business World
Executive Job Creation Expected to Edge Up as Management Job Cuts Decrease
Go Ahead, Make a Mistake
Are You Chasing the Next Dollar or Truly Engaging Customers for the Long-Term?
Recruiter Confidence Dips but Remains Positive

The blog posts that keep on giving:
Two Hands
The Stories the Numbers Will Tell!
Screaming
Leadership is Transferable Across Industries
Re-Discovering Your Career Passion
]]> Best Practices 2012-04-05T13:14:00-05:00 Recruiter Confidence in Executive Job Market Reaches Highest Level Since May 2011 http://insights.execunet.com/index.php/site/recruiter_confidence_in_executive_job_market_reaches_highest_level_since/#When:13:58:00Z
A monthly ExecuNet survey of executive recruiters finds the highest levels of confidence that the executive employment market will improve over the next six months since May 2011.

In March, ExecuNet's benchmark Recruiter Confidence Index revealed that 59 percent of 123 responding executive recruiters indicated they were "confident" or "very confident" the executive employment market would improve over the next six months.

Confidence in the Executive Employment Market — Next 6 Months


That was up eight points from February and the fourth consecutive month in which recruiter confidence stayed above the important 50 percent level that historically indicates optimism for a broader expansion of the jobs market. It was also the highest register of recruiter confidence since this hiring outlook barometer hit its recent bottom in September 2011.

"Executive recruiters are expressing continued confidence that opportunities will open up for executives as companies really zero in on the resources, ideas and leaders they need to grow their operations," said Mark M. Anderson, president and chief economist of ExecuNet. "Recruiters are expecting good things from 2012 in terms of an increase in executive search assignments, and if that materializes, it will invariably stimulate executive career mobility."]]> Market Trends 2012-04-04T13:58:00-05:00 In Through the Out Door http://insights.execunet.com/index.php/site/in_through_the_out_door/#When:19:45:00Z
Talking about severance terms when negotiating a new employment offer can be as awkward as discussing a pre-nup at the engagement party, but when the expiration date arises — on either a job or relationship — it's important those conversations were initiated in advance.

ExecuNet members in the General Management Roundtable shared how they broached the topic with their employers and successfully managed positive exit strategies — even after they've been on the job a while:

"If you are making any sort of financial sacrifice to join a new company, do your best to stay whole up-front. Also, figure at an executive level in this day and age, you will need one year of compensation and benefits. It also makes it easier to part ways if necessary. Lawsuits and legal stuff doesn't work."

"One reason I was able to negotiate the clause into the employment agreement is that the organization recognizes that I am being paid below market value for the position. However, I also made it clear that I needed the peace of mind that came with the severance clause and that it was a deal-breaker."

"If the company appreciates your skills, they should be willing to describe how they would take care of you if their focus changes or their direction changes, which may leave you in the lurch, and you are not part of them moving forward."

"Different levels get different packages. It is also dependent upon the risk of the venture. If it is highly risky, the package can be more (as you know from the start it may not work). If the company is stable, a middle manager may not get any choice or option for a severance."

"In today's environment, the only time to negotiate your severance is with your hire. After that, it's too late."

We've collected the best advice, suggestions and tips from senior-level executives in this expanded white paper: Lessons from Leaders: How and When to Negotiate Your Severance Package, which also includes A Severance Checklist. Click here to download it with our compliments and let us know what you think.]]> Your Career 2012-03-29T19:45:00-05:00 Lead with a Story http://insights.execunet.com/index.php/site/lead_with_a_story_ei/#When:13:12:00Z
... a simple story changed everything.

Once there was a prince who, one day, decided he would give a pair of new shoes to every child in need, but first he'd need a plan...

Twenty-five percent of all kids worldwide do not have electricity. Most of them, however, play soccer. This is a tale about a soccer ball that captures energy with every kick and powers light through play...

*        *        *


A boy finds a mysterious empty cup and pours his heart into it. Here is the best bit: The more he pours, the bigger the cup gets...

Tom loves blending, but not like you and I, not quite. Tom blends EVERYTHING: marbles, light bulbs, hockey pucks, garden hoses, and iPads — even a Justin Bieber doll that was at the wrong place at the wrong time. But will he remember how to make a smoothie?

*        *        *


The success of companies today is determined less by the numbers worked up on the whiteboard in a meeting room than by the stories their fans love, believe in, connect around and retell. If you want your idea to spread ... if you want me to pay attention to you ... tell me a story that will make me care.

There is no app for the telling of great stories, and there never will be any such thing. Before you try to make one up yourself, you're probably going to need a few ingredients first:
  1. A favorite pencil or crayon. One that is full of wonderful stories.

  2. A piece of paper. Any paper. Paper is full of all the stories you might want to tell; you just have to get one to appear. Whisper to the pencil or crayon, "a story, please." (The "please" is very important.)

  3. Enchanted shoes. A sOccket. A third place between work and home to enjoy some company or a moment alone with a cup of coffee. You get to decide what you make. Just make something you care about for people you care about, and tell your story as no one has or ever could.

  4. A BIG promise. A really BIG one, big enough to hold people's attention and make them care.

  5. Small words. Make your story simple enough so that I may understand. If you can't tell it in just a few simple words, you don't have a story.

  6. Listeners. Master storytellers know who they're talking to. They also know to catch them at a time when they're ready to hear a great story that could change everything in their lives.

  7. A pure feeling. Emotion is the stuff that connects me to you and makes me feel more alive. Attempt to communicate only facts and I won't feel anything.

  8. Delicious ambiguity. The less information you leave in, the more wonder your story has and the more powerful it becomes. How you arrange the elements of the story matters. Your audience will use their imagination to fill in the rest. They'll help you tell it.

  9. Retell value. A great story holds in it the values and the culture and the vibe of the audience. The very best ones reach deep enough to outlast their era and endure to become myths and movements. Why? Because there is always someone new open to listening for the very first time.

Lastly, you will need:
  1. A hero on a journey. At the center of every great story is someone who is living the story being told. Great brand stories are no exception. What we remember best about people who lead successful companies is their genuine delight in the work, and it seems to have very little to do with material success. They just love what they're doing, and they love it in front of others. And you, the consumer, buy why they do it. You believe what they believe, and you want to tag along with them and in some way make them a part of your life's journey.

Now, about the ending: A lifetime, a century, or a love affair have a distinct beginning, middle and end. A story should have a beginning, a middle and an end ... but not necessarily in that order. Alice Munro, a favorite storyteller of mine, says it so beautifully: "A story is not like a road to follow ... it's more like a house. You go inside and stay there for a while, wandering back and forth and settling where you like, discovering how the room and corridors relate to each other, how the world outside is altered by being viewed from these windows. And you, the visitor ... are altered as well by being in this enclosed space, whether it is ample and easy or full of crooked turns, or sparsely or opulently furnished. You can go back again and again, and the house, the story, always contains more than you saw the last time."

Thank you for staying a while and listening.]]> Skills 2012-03-28T13:12:00-05:00 A Critical Measure of Committed Leadership http://insights.execunet.com/index.php/site/a_critical_measure_of_committed_leadership/#When:13:41:01Z
Lots of people say they're a great leader. Not all of them prove that. That's why it's especially refreshing when our interactions with ExecuNet members lead us to the kind of executive who demonstrates truly committed leadership in the form of coaching and mentoring of subordinates in his company — many of whom have their lives and careers transformed by the experience.

That's precisely the impact one executive, in particular has delivered, citing dozens of cases when individuals he counseled earlier in their careers went on to do great things for the company.

This devoted mentorship has become a source of real pride for this executive. It's his way of giving back to the mentors who invested time to inform, guide, push, challenge and inspire him when he was still inexperienced and lacking the self-assuredness that only experience can provide.

It's an amazing, personal channel through which the company's intellectual capital and institutional memory flow.

The key to effective talent management starts with consistent talent development. Growing the next generation of leaders is an imperative for any organization, but a mandate that too few business leaders realize requires an ongoing commitment — of both financial and human resources — no matter what the economic climate.

Now more than ever, the search for leaders has to originate with a search for committed leadership and the kind of authentic leaders who do themselves, others and the enterprise good by sharing and inspiring and giving others the tools and the chance to lead.]]> Skills 2012-03-26T13:41:01-05:00 Welcome Back, War for Talent? http://insights.execunet.com/index.php/site/welcome_back_war_for_talent/#When:14:02:00Z
That phrase hasn't been heard much since back in the day when the unemployment rate was under 5 percent and companies faced skills shortages. We're not quite there yet, but ExecuNet's research reveals that workers are restless and ready to move as soon as they feel the marketplace opening and more opportunities developing.

Executives who have stayed loyal to their organizations through the last few years have suffered through minimal compensation increases — and even pay cuts — but have been always been lured away for more money. If companies want to hold on to their top talent, this is the year that money is going to talk or executives will walk.






]]> Market Trends 2012-03-23T14:02:00-05:00 Successful Executive Networking: It’s All About What You Say to People You Don’t Know http://insights.execunet.com/index.php/site/successful_executive_networking_its_all_about_what_you_say_to_people_you_ei/#When:14:22:00Z
It is estimated that 75 to 80 percent of all jobs come from networking, and not from a published/posted job lead or a recruiter. Unfortunately, most executive job seekers do not have the skills to substantially expand their networks in order to find a new opportunity in a reasonable time frame. Most make fundamental networking mistakes. As a result, the job search takes longer and longer. In most cases, ineffective networking effectively is the primary reason that executives, particularly those over age 50 take well over a year or longer to find their next job.

How Not to Do It
During the 17 years we have coached senior level executive job seekers, we have observed the two biggest mistakes made by poor networkers.

First, they expect that networking with the people they know is the best way to get a job. Unfortunately, they quickly learn that most of the people they know do not have or are unaware of a job for them. We also have learned that over 80 percent of all jobs are gained via networking with someone not previously known when the job search began.

A second significant error is the way an executive conducts a networking meeting. Most individuals who have encountered poor job seeking networkers report that they make one of more of the following three mistakes:
  1. The job seeker was not clear about his job search objective "expecting me to figure it out."

  2. "He did not tell me specifically how I could be of help."

  3. "I felt that my address book was being raided."

These mistakes usually stop the networking process in its tracks.

Doing it Right
In our job search coaching practice, we advise our clients how to conduct effective networking. First, we emphasize four basic principles:
  1. Have a focused, concise and well-articulated job search objective.

  2. Always ask for advice and perspective on your stated job search objective.

  3. Never pressure a networking contact by asking if he knows of or has a job for you.

  4. Move past the people you know to an ever-increasing network of new contacts you have never met — because inevitably that is where the jobs are.

Next, we advise our clients to use the following nine-step process to help them prepare for and conduct successful networking meetings:
  1. Commit to a 30-minute meeting. You will get more new contact referrals if you keep the meeting short. This will also increase the level of quality of contacts provided.

  2. Start with your exit story. Explain why you are looking. If you are in transition, try to cite a reason that relates to the company's situation and not your performance.

  3. Express your clear job search objective. It is human nature to want to be open to many kinds of opportunities, particularly if you are in transition. Unfortunately, expressing too many options will confuse your networking contacts, making it more difficult for them to help you.

  4. Never ask for a job. If you do, you will be putting undue pressure on your contact. And that will suggest you will do the same thing with others to whom they might refer you — so you will get fewer contacts, and not their "A level" contacts.

  5. Present a target contact list. The better you are organized, the better impression you will make, demonstrating that you have done the research to identify these targets.

  6. Lead with your bio, not your résumé. Never use your résumé as a "lead" marketing tool. Too often it will reveal far too many details — including the number of companies where you have worked (could be too few or too many) the job duration (may be too many short hops), or your age. In networking, always ask your contact to send your bio, not your résumé. It is always advisable for you to send the résumé yourself to a new contact just prior to a confirmed, scheduled networking meeting.

  7. Focus primarily on people you have never met before. Given today's social/business networking techniques, we have found that you are rarely more than "four degrees of separation" from meeting someone who has or knows of a job for you.

  8. Make 75 to 80 new contacts per month until you land. This is the true "gold standard" that will result in a shorter job search. In fact, the best networkers often exceed these targets, using technologies such as LinkedIn to rapidly expand their contact base.

  9. Keep your network updated regularly. Job search networking is more of a marathon than a sprint. It is important to stay "top of mind" with your growing network so that they will think of you for new opportunities or contacts who will be relevant to your search.


Whether you are in a job search now or just want to be prepared, executive job search coaches Tucker Mays and Bob Sloane show you how to overcome some of the biggest barriers to success.]]> Best Practices 2012-03-22T14:22:00-05:00 Trading Up is Hard to Do http://insights.execunet.com/index.php/site/trading_up_is_hard_to_do/#When:14:10:00Z
I'm among the last people to pay attention to sports, but I did watch Peyton Manning's recent press conference. It was hard to miss; the emotional clip was played across all mediums, and I especially noticed it because there is something about crying sports figures that really gets to me. The movie Rudy leaves me wrecked for days.

But after the tears, what I immediately heard was the list of teams already vying for his attention. What was a sad day for Peyton was a happy one for his potential employers.

It could also be a sad day for Tim Tebow, the quarterback Peyton is replacing. "Trading up" is a hiring trend ExecuNet has been researching for several years, whereby companies replace "lower performing" talent with those who hold higher potential. In February 2012, 50 percent of executive recruiters said they expect companies would leverage the economic climate over the next six months by trading up with new hires for existing jobs.

Why is this "trading up" trend so important to you? A few reasons:
  • If you're employed, you have to be A-talent. To become more professionally competitive, ExecuNet-surveyed executive recruiters recommend you actively develop your leadership skills, build your functional/technical expertise, and even expand your skills beyond what's required for your role.

  • If you're employed and you're A-talent, ensure others in your organization know it. Slightly more executives said in our 2012 survey that they were routinely networking inside their company to raise visibility and actively seeking developmental assignments than the year prior.

  • If you're looking for new opportunity, your target audience has to know how great you are. More than two-thirds of executives have actively worked to become more visible online in the last year – up from 58 percent.

  • Trading up directly correlates to the hidden job market. Companies who are looking to replace existing talent are going to search quietly and not openly advertise those positions. Roughly 70 percent of executives' career options are developed through networking activities, while those who find success through online job postings diminishes every year, according to ExecuNet's annual surveys. Moreover, just a small fraction of $200K positions are routinely posted publicly online, according to corporate and executive recruiters.


If you found this article helpful, leave a comment and also share it with others.]]> Your Career 2012-03-21T14:10:00-05:00 Most Search Firms Hold Off On Own Hiring, Watch Economy http://insights.execunet.com/index.php/site/most_search_firms_hold_off_on_own_hiring_watch_economy/#When:14:04:00Z
Executive search firms want to see more sustained corporate hiring at the management level and more consistent economic data before they rebuild their own firms by adding new consulting and research staff.

In February, ExecuNet's benchmark Search Firm Hiring Index revealed that 23 percent of 130 responding executive recruiters indicated they would be adding new professional research and consulting staff over the next three months, a decline of five points from January.

Percentage of Executive Search Firms Planning to Hire Additional Professional Staff — Next 3 Months
While more search firms indicate they are busier now than at times in 2011, it's clear that they want to see more sustained demand for executive talent before they invest in the resources to keep pace with an increase in executive hiring.

Factors such as the performance of the stock market, confidence among consumers and chief executives, and the health of national and regional economies around the world all combine to influence executive hiring, and they're sure to also set the stage for search firm hiring in the months to come.]]> Market Trends 2012-03-20T14:04:00-05:00 Find a Way to Have Them Stay http://insights.execunet.com/index.php/site/find_a_way_to_have_them_stay/#When:13:34:00Z
If you are reading this, it is only because I didn't break ExecuNet's "Word Factory" while Online Editor Will Flammé was away on vacation. That's him last Halloween as "Robyn's Hood."

I value Will and all he does to keep things moving in the right direction, and I doubly appreciate him when he isn't here and I don't have him to rely upon. That's when I really see all the things he does that now fall upon my shoulders.

When you have great team members, it's always important to let them know they are valued, and if you are responsible for their happiness, workplace expert and author Leigh Branham says there are strategies senior leaders can implement to raise engagement:
  • Set a clear, compelling direction that inspires employee trust and confidence.
  • Foster open and honest two-way communication.
  • Continue to focus on career growth, learning and development.
  • Recognize all employee contributions when they happen.
  • Show strong commitment to employee well-being.

If you manage executive teams, step up your retention efforts. Just over half of the respondents to our recent executive market intelligence survey reported they considered leaving their organizations in the last 12 months, up from 43 percent the year prior. Executives who said they find their work engaging and fulfilling dropped from 86 percent to 78 percent, and their organizational pride dwindled too.

Receiving viable calls from recruiters, having conflicts with management, and their organization's poor performance will encourage executives on your team to look for new roles.

Moreover, you'd be more challenged replacing good talent. There was a 3.4 percentage point rise in the number of executives who said it would be more difficult to find the skills they'll need to add to their team over this next year.

The good news is that 71 percent of surveyed executives said their boss is someone they respect and enjoy working for. The challenge is to make sure you're continually counted among them.

]]> Best Practices 2012-03-19T13:34:00-05:00 Are Hard or Soft Skills More Important? http://insights.execunet.com/index.php/site/are_hard_or_soft_skills_more_important/#When:20:00:00Z
One can have the very best technical and functionally specific expertise but cannot be considered a leader without engaging followers, and that is done through effective communication, relationship-building and developing emotional connections.

"I would argue that it is the proficiency in the 'soft' skills like empathy, communication and emotional intelligence that determine whether a leader is even able to successfully employ the 'hard' skills like analysis, risk management and operating efficiencies. You really can't operate efficiently if you can't get the best from your people, and they may not 'hear' you if there's no emotional connection," began one of the discussions within the ExecuNet community.

Striking the right balance between "hard" and "soft" skills is one of the ultimate tests of leadership, and ExecuNet members conveyed their thoughts:

"Managers use what you call hard skills to plan, organize, command and control organizations. This is very different from the role of a leader, who uses personal influence (soft skills) to guide people toward goals."

"I believe that even though a combination of soft and hard skills are required at all stages of a manager's career, the mix changes steadily from being biased toward hard skills initially to soft skills later on."

"I strongly believe that, given a foundational level of hard skills, soft skills are MUCH more important than hard skills relative to an executive's success and the success of their organization."

"In my experience there's nothing soft in soft skills, and they are undervalued in many organizations, resulting in negative effects on the bottom-line."

"…in a normal résumé/cover letter/interview, how many hiring managers really screen on soft skills? None, because what candidate has EVER admitted, 'Well, to be honest, I'm a marginal communicator; I'm not great in working with teams;' or 'I think listening skills are overrated.'"

We've collected the best advice, suggestions and tips from senior-level executives in this white paper: Lessons from Leaders: The Value of Hard and Soft Skills. Click here to download it with our compliments and let us know what you think.]]> Skills 2012-03-15T20:00:00-05:00 Opening Your Mind to an Ever-Changing Business World http://insights.execunet.com/index.php/site/opening_your_mind_to_an_ever_changing_business_world_2/#When:13:46:00Z
For decades, executives measured their own business influence and authority based on the size, quality and depth of their Rolodex. While the tools have changed, executives are still very much committed to building and strengthening the relationships they believe can help them perform better in their jobs and create the kind of meaningful connections that will open up new career opportunities whenever the time and conditions are right to pursue them.

All of us have our own private, inner circles of peers we can turn to when business or career issues cloud our judgment, seem beyond the grasp of our own experience expertise or otherwise move us to seek answers to questions that are complex. But what about those issues and challenges that extend beyond the reach of our own established networks?

Particularly these days, and especially if one's own network is rather insulated or built on a common set of industry, employer or functional experiences, getting the answers to new or globally-influenced business problems may well require a search outside of existing relationships to connect with knowledge wherever it resides.

That's why savvy executives recognize the value of continually building their networks and purposefully looking in new fields for the peers and insights that can inform decision-making when there's so much at stake. Now more than ever, it's probably not enough to go back to the same well for the right answers to new challenges. At some point, you have to break traditional barriers and infuse your perspective with fresh thinking.

As business and career influences shift, so, too, must our own perspective in terms of how and where we look for the right answers at the right time from the right sources. That's why some ongoing commitment to business networking is critical to business performance — because applying an open-mind to critical business and career questions means finding the right insight and adjusting one's perspective to come up with the right next step.

If you found this article helpful, leave a comment and also share it with others.]]> Your Career 2012-03-14T13:46:00-05:00 Executive Job Creation Expected to Edge Up as Management Job Cuts Decrease http://insights.execunet.com/index.php/site/executive_job_creation_expected_to_edge_up_as_management_job_cuts_decrease2/#When:13:55:00Z
A monthly ExecuNet survey of executive recruiters finds that 28 percent of companies are expected to add new executive jobs in the next six months, and only 1 percent are poised to cut top management positions during the same time.

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


In February, ExecuNet's monthly Executive Job Creation Index (EJCI) reached +25, its highest level since May 2011, and showed a sharp rebound over the last four months. Further, the 28 percent of companies expected to add jobs was the highest rate registered since June 2011, and the 1 percent seen to plan management cutbacks in the next six months was also the lowest forecast since June 2011.

"We're seeing the positives in the executive employment market continue to edge up, and the negatives continue to scale back,” said Mark M. Anderson, president and chief economist of ExecuNet. "As the economy continues its slow, steady but often uneven recovery, we're encouraged that executive recruiters anticipate more hiring at the executive level through at least this summer and suspect it bodes well for executives in transition and those who are already networking their way to the right career opportunities."

ExecuNet's EJCI is a nationally recognized measure of expected hiring at the executive level and compares the number of companies expected to add executive positions over the next six months versus those planning to downsize their management teams or delay filling vacant management roles.]]> Market Trends 2012-03-13T13:55:00-05:00 Go Ahead, Make a Mistake http://insights.execunet.com/index.php/site/go_ahead_make_a_mistake/#When:14:59:00Z
"Make something today, even if it's a mistake," is something a friend said to me last week at the end of a phone conversation. Fear of making a mistake is sometimes the barrier to taking any action, but that also prevents any learning from happening too. And every lesson serves as a building block toward the next success.

It's been said that Thomas Edison counted all his unsuccessful attempts at developing the light bulb not as failures, but as many ways that didn't work on his journey to finding the one that did. Unfortunately, today's business culture is often not as forgiving, and definitely not as encouraging, of mistakes, yet innovation couldn't exist without failure.

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

Occasionally making mistakes that help you or your business move forward is permissible; consistently making mistakes or making the same ones is a problem. Here are some tips to prevent getting caught in a "Groundhog Day" [ExecuNet staff watched this movie at lunch to mark the occasion] of repeating what's not working:
  • Review what went wrong — not to assign blame but to understand where process can be improved.
  • Spend more time reviewing what went right and how to replicate the success.
  • Don't go it alone. If you're unsure, get feedback; if you need help, ask for it.
  • Mistakes live in the details of great ideas.
  • If you keep making the same mistakes and expecting different results, come to terms with reality and move on to something else.

If you found this article helpful, leave a comment and also share it with others.]]> Skills 2012-03-09T14:59:00-05:00 While You Were Out… http://insights.execunet.com/index.php/site/while_you_were_out6/#When:14:41:00Z
Can a "Quiet Leader" also be a "Bold Leader?" a VP of operations asked of other ExecuNet members in the General Management Roundtable. "Sometimes the best leaders are the 'Quiet Leaders,'" he noticed.

"When I think of quiet leadership, I think of men and women who lead by example rather than words, be they spoken loudly or softly," ExecuNet founder and CEO Dave Opton replied, noting Colin Powell as someone who came to mind.

"Most would consider the Quiet Leader to be an oxymoron," added an EVP of operations. "The leaders who get attention are those who dominate the discussion of the day with decisive, dramatic moves. Yet, there have been great examples of successful leaders who were not the 'loudest voice in the room.' Rather than seek home runs, they usually are associated with sustained 'base hits' that consistently produce positive results."

A high-ranking retired Army officer said that special operations soldiers refer to themselves as the "quiet professionals," as the loudest guy in the room is not always the most dangerous or effective. "I've learned that I don't have to be in the spotlight so much, and when I share [the spotlight] with others, they are more inclined to follow me. Of course, not jumping into the spotlight gets you labeled as a quiet person... My actions and my ability to get things done will speak much louder than any labels that others may try to pin on me."

"Quiet or loud, bold or reserved – it doesn't matter in the end as long as you are gaining alignment and engagement of your stakeholders, executing at a high level throughout your organization, and achieving the vision you have established. That is what leadership is about," replied another ExecuNet member, a private equity advisor.

What do you think? Can a "Quiet Leader" also be a "Bold Leader?"

Here's more of the monthly business insight to help you advance in your current role, find a new one, gain expert advice and learn what's happening in the marketplace:

Most popular in February:
Leadership is Transferable Across Industries
Is Green Good or Bad for Business?
Executive Recruiters Remain Optimistic About 2012 Growth
What Friday's Positive Jobs Report Means to Your Business and Career
Executive Job Creation Holds Positive Territory

What you may have missed:
The Stories the Numbers Will Tell!Re-Discovering Your Career Passion
Give Your Organization a Reason to Believe in Itself
How HR Shared Service Units are Crushing Organizational Capability
Two Hands
Follow the Leader: Patrick Lencioni

The blog posts that keep on giving:
When You’re Very Young
Screaming
What You Said: Leadership
It's Okay to Act Your Age
Ask a Poet What Makes a Great Leader]]> Best Practices 2012-03-08T14:41:00-05:00 Are You Chasing the Next Dollar or Truly Engaging Customers for the Long-Term? http://insights.execunet.com/index.php/site/are_you_chasing_the_next_dollar_or_truly_engaging_customers_for_the_long_te/#When:14:30:00Z
My takeaways from two recent interviews with ExecuNet members intersected by pure serendipity, but they would lead many business leaders quite purposefully to this conclusion:

If your sales teams are simply chasing the next dollar and failing to meaningfully engage your customers, they may not be your customers for much longer.

So what does that mean, exactly? From this perspective, it means taking these tough questions into really serious consideration:
  1. Are we actually engaging the customer beyond a transaction?
  2. Are we engaging the customer at multiple levels and with all the resources we can bring?
  3. Are we scouting opportunities to bring more value to that customer?
  4. Are we measuring success merely through our sales revenue or truly through customer outcomes?
  5. Are we delivering what we promise — consistently? And does everyone on our team believe that?
  6. Are we prepared to take a leap of faith with our customer even if the outcome or destination is unknown?

The problem for many employers these days, and a fact reinforced in the experiences of ExecuNet members and other accomplished business leaders, is that few of them are investing time to probe customer needs and collaborate to create new frames for the relationship and the value it creates.

Customer needs are fluid. They are dynamic. They are shaped internally and externally, with competitors' overtures and promises ranking as just one of the influences on how organizations define their problems and their needs.

Whether the competition is following a linear strategy, or whether its model or delivery is disruptive to your own, what matters is being engaged with your client, continually learning what the customer needs and where and how you can deliver value. In the daily battle to win and keep customers, ExecuNet members suggest it's better to adopt a long-term approach, and to invest in customer relationships at multiple levels, to secure your place through thick and thin.

If you found this article helpful, leave a comment and also share it with others.]]> Best Practices 2012-03-06T14:30:00-05:00 Recruiter Confidence Dips but Remains Positive http://insights.execunet.com/index.php/site/recruiter_confidence_dips_but_remains_positive/#When:14:37:00Z
Confidence among executive recruiters dipped slightly in February but remained in positive territory as more of them expressed concern about the pace of corporate management hiring in the short-term.

In February, ExecuNet's benchmark Recruiter Confidence Index revealed that 51 percent of 130 responding executive recruiters indicated they were "confident" or "very confident" the executive employment market would improve in the next six months. That was down six points from January but above the important 50 percent level that historically indicates optimism for a broader expansion of the jobs market.

Confidence in the Executive Employment Market — Next 6 Months


Despite the loss of confidence in February, executive recruiters are expecting growth in search assignments in 2012, with most expecting an 18 percent gain in searches through the next 12 months. That was the second-highest reading for that metric since June 2011, and reflective of longer-term confidence in executive hiring later this year.

The direction of recruiter confidence in the coming months will likely set the tone for their business and reflect whether companies will eventually add new executives to pursue new market opportunities.

Introduced in May 2003, ExecuNet's Recruiter Confidence Index is based on a monthly survey of executive search firms and recognized as a leading indicator for the economy and the executive job market.]]> Market Trends 2012-03-05T14:37:00-05:00 When Your Company Has the Urge to Merge http://insights.execunet.com/index.php/site/when_your_company_has_the_urge_to_merge/#When:21:00:00Z
The economy is already a destabilizing external force, but many employees have added uncertainty when their own companies merge or acquire other businesses, or get sold. What used to be so familiar becomes unknown, and even worse, job security can disappear. When two companies become one, redundant headcount is often reduced; reorganizations occur; leadership can change; and cultures shift.

An ExecuNet member shared the difficulties his organization encountered in assimilating employees after purchasing several smaller businesses, and called upon his peer General Mangers for suggestions about how they coped in similar situations.

"The faster you can lay out the road map for them, where they can see the benefits of how the acquisition benefits their customers and therefore themselves, the less fallout you will have in talent flight and possibly lost revenue opportunities."

"The 'worst' thing an acquirer can do is try and convince the new employees that nothing will change when everyone knows that it already has."

"Send employees from every department for week long visits to each other. You need to understand the ‘tribal knowledge’ that makes the acquired company work, and the new employees need to understand how you work."

"If you will eliminate jobs, as much support and information as possible will help those who are to go — and the ones who stay may feel less guilty and angry at you."

We've collected the best advice, suggestions and tips from senior-level executives in this expanded white paper that includes Lessons from Leaders: Managing through Acquisitions and The M&A Effect on Your Career. Click here to download it with our compliments and let us know what you think.]]> Best Practices 2012-03-01T21:00:00-05:00 The Stories the Numbers Will Tell! http://insights.execunet.com/index.php/site/the_stories_the_numbers_will_tell/#When:15:10:00Z
Just as connoisseurs around the world annually celebrate the arrival of le Beaujolais nouveau, so do I rejoice when the first batch of executive job market intelligence survey data arrives from ExecuNet's analysis team. Thank you to everyone who participated and shared opinions!

While the data is still too fresh for in-depth reporting, I can share some stats to help you benchmark against executive best practices, and guide your next moves:

  • Employed executives have seen their total compensation packages rise for the first time in four years. It's a very modest increase, but at least it's in the positive range.

  • More than two-thirds of executives have actively worked to become more visible online in the last year. Have you?

  • The percentage of executives who think they will need to relocate to advance in their career is at an all-time low.

  • Only 10 percent of job-seeking executives think their application reaches a decision-maker when they respond to a job listed on a company website.

  • The percentage of executives who are considering or may consider changing job functions is at an all-time high.

  • The number of times executives have been contacted by recruiters has increased in the past year.

  • Eighty percent of CEOs said their companies will work harder to retain top talent in 2012.

Stay tuned for upcoming interpretive analysis of our survey data. This is a special vintage; it's our 20th annual executive market intelligence reporting season!]]> Market Trends 2012-02-29T15:10:00-05:00 Re-Discovering Your Career Passion http://insights.execunet.com/index.php/site/re_discovering_your_career_passion_so/#When:15:10:01Z
Do you ever feel like you've lost touch with the enthusiasm and passion you once felt about your career?

Remember when you were just starting out at your first job, or you were a recent graduate? You probably thought that any job would be available to you, that every employer would want to hire you. You were excited about your prospects and believed that you had something wonderful to share.

But now that you've been in the work world for quite a while and have had a series of jobs with several different companies, have you become cynical or resigned in your work attitude? Are you unsure as to which direction to turn next? As a professional career coach, I have found that this loss of career passion and enthusiasm is very common, and it's one of my most troubling observations. To address this problem, I developed an amazingly simple exercise.

If you're thinking, "It's too late for me." I'd like to challenge you on that assumption. Allow me to show you how, by performing an internal evaluation and re-visiting your true priorities, you really can re-discover the career of your dreams.

Take the Challenge
Complete the following sentences without "over-thinking" your answers. You may list multiple answers for each of the items below. Be sure to keep your responses focused only on the career/work aspects of your life:
  1. In my free time, the activities or hobbies I like to do best are...
  2. Whenever I go to a bookstore, the section(s) I always seem to be drawn to are...
  3. My closest friends work in the following fields/businesses or professions...
  4. The kinds of environments I feel most comfortable working in are...
  5. My friends/colleagues/family have often told me that I should be a...
  6. The things that have always motivated me most are...
  7. I have often been praised for my work in...
  8. If I were to get involved in volunteer work, I'd like to work in the field of...
  9. I love to...
  10. I am passionate about...
  11. I am excited about...
  12. What I really like is...
  13. My greatest contribution is...
  14. I am particularly good at...
  15. I am known for...
  16. I have an exceptional ability to...
  17. Colleagues often ask for my help with...
  18. I would feel disappointed, frustrated or sad if I couldn't do...

At this point, I suggest you go back and carefully review your answers to the questions above. Think of those answers as you respond to the following additional questions. Be as thorough and detailed as possible with your responses:
  1. What do my answers above tell me about my core values, interests and motivational patterns?
  2. Where in my work do I still find real energy and enthusiasm?
  3. What implications do these answers have on my current and future career choices?
  4. What is one thing I can do right now to enhance or change my current career situation?

What the Results Mean for You
Your answers to all these questions are important for several reasons. First, they point to your natural talents, gifts and skills.

Secondly, they point to areas where your own internal satisfaction will most likely match your external success — professionally, financially and as a "whole human being" who is able to bring your complete self to the work.

Finally, your answers will highlight the critical areas on which to focus your next career move — those areas where your talents and passions intersect with market demand.

Is There Alignment?
Now that you've performed this brief internal evaluation, ask yourself this final question: Is your current career direction aligned with your true gifts, goals and passions? If not, remember: It's never too late to correct the problem — as long as you have the right resources and support. So, if you’ve been feeling resigned or cynical in your work attitude, I urge you to take responsibility and take action now. Leverage the resources that are available to you, and commit to improving your career situation. You can still re-discover your career passion.


For more career insights from Ford Myers, download his ExecuNet webinar, Get the Job You Want, Even When No One's Hiring.]]> Your Career 2012-02-27T15:10:01-05:00 Give Your Organization a Reason to Believe in Itself http://insights.execunet.com/index.php/site/give_your_organization_a_reason_to_believe_in_itself/#When:15:20:00Z
In my research into the origins of organizational purpose one thing impressed me about those leaders in the social service sector.

When asked to define the purpose of their organization they could rattle it off in a flash. For example, one educator told me it was to improve the ability of children to learn; another in health care told me it was to improve levels of access and quality; and another from the military told me it was to bring all his troops home safely.

Each of these knew their purpose, and there is a reason. Each was living in a culture where vision, mission, and values were crystal clear. And so when thinking about the purpose of an organization is good to take a moment to define it — not as an exercise in thinking, but as a means of discovering it so that it can be put to good use.

Defining purpose is a straightforward proposition. In its simplest form, purpose is the organization’s reason for being. As I explain in my newest book, Lead with Purpose, it is a combination of vision, mission, and values.

To define the purpose, you want to ask three questions:

What is our vision? This question is aspirational. What do we want to become. Just as young people ask this question upon choosing a career, organizations need to do the same. Vision emerges from the sense of purpose. It forms the why, but it also embraces the future as in "to become" the best, the most noted, the highest quality, or the most trusted.

What is our mission? Very often this is the easiest to answer because all you need to do is look around at what you are doing. Your mission is the "what" of an organization. For example, if you work in mental health facility, your mission is to care for and provide therapy to those who suffer from conditions that inhibit their ability to learn, study, work and get along with others.

What are our values? Neither vision or mission mean much if they are not reinforced by strong values. Values shape the culture — that is, the way people behave toward others. Ethics and integrity must be a given. But people want more than good behavior; they want to work in a place where cooperation and collaboration are norms. They want also to know their work matters, and they will be recognized for it. Values enforce the behaviors that employees cherish.

Now that you know the questions, what can you do about it? Make time at staff meetings to discuss and debate. Some organizations find it valuable to create offsite meetings around purpose. The intention of such gatherings is to find out what colleagues think. Leaders have influence over purpose, but they do not define it nor sustain it. Only when employees embrace ownership of purpose will it matter.

Answers to these questions will provoke thinking and discussion. Defining purpose, if one does not already exist, is an exercise in leadership. It is a means by which an organization comes to grips with how it sees itself.

True purpose does not exist in a vacuum. It must be put to good use. Leaders communicate it as a means to fulfilling the vision, mission and values. It also points people in the right direction so they can achieve results for the organization, for the team and for themselves.

Every executive needs to have demonstrable leadership ability to be marketable today. John Baldoni will be presenting a webinar for the ExecuNet audience called, Lead with Purpose: Giving Your Organization a Reason to Believe in Itself. Register today to learn practical techniques for how to "lead with purpose."]]> Skills 2012-02-24T15:20:00-05:00 How HR Shared Service Units are Crushing Organizational Capability http://insights.execunet.com/index.php/site/how_hr_shared_service_units_are_crushing_organizational_capability/#When:14:52:00Z
Large, global corporations have been doing major harm to their organizations over the past four years, and most don't yet know it.

The unbridled pursuit of cost-cutting opportunities has led many companies to create so-called shared service organizations or shared service centers, through which functions such as human resources and IT are centralized and from which their resources as internal service providers are carefully rationed to the rest of the enterprise.

The idea is to eliminate functional redundancies that tend to pop up across large, highly distributed organizations, and to get them to run self-sufficiently like separate businesses. The target is improved profitability and more efficient operations.

The unintended consequence, particularly in the case of HR shared services, is a serious degradation of competitiveness given that every function of HR is reduced to the lowest common denominator.

While the finance guys continue to push for cost cutting, some HR leaders confide serious concern about how such 'management-strictly-by-the-numbers' is blinding the CEO and executive management team to the competitive trade-offs the organization is making while striving to save every last cent.

Consider the case of an outstanding business leader with Ivy League credentials who today finds himself leading one of these organizations, satisfying the CFO and making his numbers. The problem, he now realizes, is that the enterprise is sacrificing quality, talent and organizational potential as it slashes and burns its way toward outstanding numbers and efficiency in the short-term.

Or the case of an exceptional chief HR officer who was recruited away to a major company shortly after her employer decided proximity to a new HR shared services center in another country was the core requirement for leadership in that role.

Recent conversations with these individuals reminded me of a question another executive once asked me. 'You wouldn't want to live in a high-rise built entirely from lowest-bidder materials, would you?' Yet, that is exactly what HR shared services organizations are providing, just like they're told to do. Even if the CFO or even the CEO don't understand the longer-term trade-offs they're making and the risks they're inherently taking on at the same time.

The unintended consequences of dummying down a core function in pursuit of cost savings — instead of finding ways to strengthen the channel of any company's key competitive advantage — are just coming into view. And that view isn't pretty, even if the numbers, for now, look rather rosy.]]> Best Practices 2012-02-22T14:52:00-05:00 Two Hands http://insights.execunet.com/index.php/site/two_hands/#When:15:04:00Z
Two hands:

One raises the anchor, hoists the sails and steers out to sea. The other is paralyzed with fear — and doesn't.

One punches the clock.
The other makes an impact.

One hand draws whatever it feels.
The other only draws what it knows it can draw, never drawing very much.

One hand does exactly what everyone tells it to do.
The other, what the heart imagines.

One hand gets dirty solving a problem.
The other wants to stay clean ... and passes it off.

One hand grasps authority.
The other takes responsibility.
(One holds on too tight; the other lets go too soon.)

One hand is raised HIGH in the air as a sign of a promise.
The other breaks the promise, letting all the believers down.

One hand shepherds the way.
The other holds no vision, guides no clear action — and the flock scatters.

One hand reaches deeper and deeper into strangers' pockets.
One hand finds treasure in the service of others.

One hand is engineered for kindness.
One borrows something and forgets the kindness, the loss at the other end.

One hand dismisses people for not being what they're supposed to be.
The other embraces them (and their contributions) for who they are.

One hand holds the hammer.
The other loses a nail opportunity in the grass.

One hand uses its power to rule the world.
The other, to make it better.

Look at what is in your hands. There is always something to do. There is choice possible at any moment to you — a choice, and the rest fall away. Make your choice from a deep sense of who you are and the world will respond ... it has no choice.]]> Skills 2012-02-20T15:04:00-05:00 Is Green Good or Bad for Business? http://insights.execunet.com/index.php/site/is_green_good_or_bad_for_business/#When:20:53:00Z
It all depends on how your company operationally defines "green" and the ensuing strategies. Where it makes the most sense for business and careers is to tie "green" to "efficiency," and these ExecuNet members in the Operations Roundtable shared their experiences when asked whether going green helped or hurt their businesses.

"Shifting to a greener manufacturing process has both saved and cost money. For example, the waste produced has been reduced by the recycling effort, thus lowering our cost for hauling trash; but at the same time, it has required extra manpower and sorting bins for the recyclables."

"We have to go green, but we also have to have support from the top down and organize efforts to lower the cost of doing so."

"I find it frustrating to deal with all the varying definitions of what is 'green.' Here is a very simple example: Do we use plastic bags or paper? This isn't an easy question. Both can be recycled."

"I can't wait for the day when companies, especially larger corporations, will make environmental responsibility part of their short- and long-range strategic planning process."

We've collected the best advice, suggestions and tips from senior-level executives in this expanded white paper that includes Lessons from Leaders: Turn Your Company and Career Green and Being Green: Helping the Environment, Your Company and Your Career. Click here to download it with our compliments, and let us know what you think.]]> Best Practices 2012-02-16T20:53:00-05:00 Executive Job Creation Holds Positive Territory http://insights.execunet.com/index.php/site/executive_job_creation_holds_positive_territory/#When:14:47:01Z
The number of employers expecting to recruit for senior-executive roles over the next six months is higher than the number of employers planning to shed management jobs during the same time, according to the results of an ExecuNet survey in January of 157 executive recruiters.

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


In January, ExecuNet's benchmark Executive Job Creation Index, which compares the number of companies expected to add executive positions over the next six months versus those planning to downsize their management teams or delay filling vacant management roles, registered a +18 reading, holding the same positive level as recorded in December.

Some 22 percent of employers were expected to add new senior-management jobs to keep pace with business demand for experienced leadership.

Perhaps the most revealing data point was found in the one percent of recruiters who believe companies will leverage the current economic climate by continuing to shed senior-management roles.

Further, only 4 percent of employers were expected to delay filling open management roles over the next six months as a way to reduce operating budgets.]]> Market Trends 2012-02-14T14:47:01-05:00 Follow the Leader: Patrick Lencioni http://insights.execunet.com/index.php/site/follow_the_leader_patrick_lencioni/#When:15:20:00Z
Business author, consultant, and speaker Patrick Lencioni has seen a lot of organizational dysfunction at play over the years. So it may come as no surprise that Lencioni advocates for disrupting corporate bureaucracy by determining what's essential to achieve and then building structure around those business objectives.

Lencioni says organizational politics often emanate from the senior leadership team, or may otherwise be condoned by that team because no one is willing to confront it. "Are we creating the kind of organizations where politics doesn't work?" Lencioni asks as something of a litmus test on bureaucracy and the politics that inevitably populate.

"Meeting Stew" is another barrier to business growth, he argues, because companies waste so much time and resources in meetings that are misaligned to corporate goals, include too many people or otherwise failing to address the proverbial elephant in the room.

Finally, in this interview with ExecuNet, Lencioni addressed the need for leaders to embrace forgiveness — and at times to ask for it, and to display it — in order to gain the goodwill required to move key objectives forward.]]> Best Practices 2012-02-13T15:20:00-05:00 While You Were Out… http://insights.execunet.com/index.php/site/while_you_were_out4/#When:14:47:00Z
When we published Ben Zander Shares His 6 Secrets to Success in our ExecuNet member newsletter, the positive reaction was overwhelming, which signaled to me that the conductor's inspirational words were the right message at the right time for many.

But, what Zander put so eloquently was not much different than the experiential wisdom that ExecuNet members share amongst each other. I captured the insight on a variety of topics that members give to each other so freely in the community to share with you: [Some were edited without changing context.]

"People need to be willing to take risks, and sometimes need to be encouraged to do so. Without the freedom to take risks, people often won't, and creativity goes out the window — if it was ever allowed in the first place.

I have found that the question 'What do you think?' followed by 'Okay, let's try that' works well once a comfort level is established for the staff to be creative (assuming two things, of course: 1) I believe that not too much damage can result if it doesn't work; and 2) I am willing to not get upset if it doesn't work and instead let the person learn). It teaches the team to think, and it teaches both them and me to trust them." — Director, telecommunications industry

"The value of business networking is of the highest value. No one knows it all, but within the members of a network, or a fellowship group, you have access to the experiences and skills that you do not have the time to learn for yourself. Not to mention that we by design have limited skills ... Having access to a group of people with skills that you and the others lack individually, makes your group very powerful ... Each of us has a natural skill ... We need to share it, or it will not be put to its fullest use." — President/COO, software industry

"Innovation is by definition an improvement that does not result from a predictable process. It requires the right mix of good working context and resources availability. It is the role of the CEO to build such an environment ... A CEO normally will view innovation as an increase in profit. If a CEO is reluctant, it is most probably he/she does not know how to build the correct environment or to evaluate correct criteria." — Managing Director, consumer products industry

"Get to know your current team members. You may already have the most perfect candidate working for you. Study your team to see where their strengths are. Encourage your current employees to make suggestions and submit ideas for growth, quality and efficiency. Not only is this fantastic for the company but it gives insight into how individuals think, and more than likely you will find one who is completely on the same page as you." — Senior Business Development Leader, hotel industry

"When it comes to your résumé, get real: real simple and real easy to read. You've got about 30 seconds to tell me why I should read further. I don't care for all the fluff. All I want and need to know should be easy to find and directly to the point. And is simply what makes you the best choice ... period." — Chief HR Officer, software industry

"By helping others you are building trust and friendship, not an IOU. Also, doing something for someone else has the added benefit of making you feel good in return. To paraphrase what I tell my children: 'Stop chasing the butterfly and concentrate on helping others where you can. Eventually the butterfly will land on your shoulder.' A bit corny, but it works for us." — Vice President, business services

"Attitude alone from the executive level can have a drastic impact as it drifts from the top to the ground level performers. In short, leaders need to focus more on the positive and extend praise, as opposed to constantly highlighting shortcomings. Balance must be maintained so the organization's overall emotional state is strengthened. Consider this: 'Happiness is the ability to think pleasant thoughts the majority of the time.'" — President, information technology

"These are exciting times. Your attitude means everything at this time. Stay positive and remember life is not about waiting for the storms to pass but rather learning to dance in the rain." — Vice President, manufacturing industry

Here's more of the monthly business insight to help you advance in your current role, find a new one, gain expert advice and learn what's happening in the marketplace:

Most popular in January:
When You're Very Young
It's Okay to Act Your Age
A New Career for the New Year?
Ben Zander Shares His 6 Secrets to Success
Do You Know Where Your Career Plan Is?

What you may have missed:
Six-Figure Hotline: Network Past Education Bias
Does Your Brain Need an Upgrade?
Whose Side of the Table is the Recruiter on When Negotiating Compensation?
Six-Figure Hotline: Face-to-Face Networking
Jobs Report Shines at Year's End
Executive Search Firms Taking Cautious Approach to Rebuilding their Teams

The blog posts that keep on giving:
Executive Recruiters Enter 2012 Confident in Management Jobs Market
Top 11 for 2011
What You Said: Leadership
Reading Between the Lines
Cultural Intelligence: How a High CQ Can Help You Land Your Dream Job!
Have You Heard the One About the First-Time CEO?
]]> Best Practices 2012-02-10T14:47:00-05:00 Executive Recruiters Remain Optimistic About 2012 Growth http://insights.execunet.com/index.php/site/executive_recruiters_remain_optimistic_about_2012_growth/#When:14:45:00Z
Confidence among executive recruiters edged up slightly in January as they projected that one in five companies will be adding executive level positions and almost six in 10 companies will selectively "trade up" their management bench strength by recruiting replacements for existing roles over the next six months. Only 1 percent of employers were expected to eliminate executive positions during the same period.

Confidence in the Executive Employment Market — Next 6 Months


In January, ExecuNet's benchmark Recruiter Confidence Index revealed that 57 percent of 157 responding executive recruiters indicated they were "confident" or "very confident" the executive employment market would improve in the next six months. That was up two points from December and marked a second consecutive month in which recruiter confidence crossed the important 50 percent level that historically indicates optimism for a broader expansion of the jobs market.

"The hiring environment from an executive-level perspective has improved marginally and some sectors of the economy aren't contributing to job growth, but these numbers do reflect some optimism for continued business expansion and the kind of white-collar hiring required to sustain it in the coming months," said Mark M. Anderson, president and chief economist of ExecuNet.

"The search for improved business performance is already translating in the senior-management job market, with recruiters expecting some companies to seek replacements for underperforming managers," Anderson added. "This clandestine recruiting activity underscores the existence of a hidden executive job market."

Introduced in May 2003, ExecuNet's Recruiter Confidence Index is based on a monthly survey of executive search firms and recognized as a leading indicator for the economy and the executive job market. ]]> Market Trends 2012-02-08T14:45:00-05:00 What Friday’s Positive Jobs Report Means to Your Business and Career http://insights.execunet.com/index.php/site/what_fridays_positive_jobs_report_means_to_your_business_and_career/#When:18:16:00Z

The January US Jobs Report reported some good news with the picture showing a real upswing in job creation since mid-2011 and a recovery back to those levels seen early last year:
  • much higher than expected 243,000 jobs created

  • unemployment dipped to 8.3%

  • 257,000 private sector jobs were created in the month (14,000 public sector jobs were eliminated in January)

  • revisions to November also showed an additional increase in jobs created by 60,000

But what does that mean to you?

This continuing rebound is very good news, indeed.
For the third month in a row, and 4th in the last 5 months, job creation has been over 150,000 jobs created—the level that economists believe is needed to addressed normal labor population growth. This means we are actually adding more jobs than are needed to offset labor growth and are starting to whittle down the 6 million jobs lost in the downturn.

The way to view these increases is to remain positive.
The rebounds seen in retail and manufacturing highlight that consumer spending is returning to at least more normal levels as overall consumer confidence has bounced back. This has been the missing element over the last several years.

More sectors beyond healthcare are now showing consistent signs of growth. Even construction rebounded in the last several months. Our Recruiter Confidence Index continues to predict growth in executive employment for the next 6 months, which is good news.

We also need to recognize that this labor market rebound is typically a lagging indicator.
It clearly says that worries in 2012 of a recession are not likely. And, though certainly a confidence booster, it comes, last week, with the Fed and many economists reducing their longer term GDP growth estimates for 2012 and 2013 because of the slowing European and world economies.

Therefore, in managing your business or your career, look positively on this trend.
But don’t look at it as a breakthrough of a slow growth economy of 2 to 2.5% but more of a “catch-up” and confirmation of that slow-growth trend.]]> Market Trends 2012-02-06T18:16:00-05:00 Leadership is Transferable Across Industries http://insights.execunet.com/index.php/site/leadership_is_transferable_across_industries/#When:20:21:00Z
An ExecuNet member who was trying to transition into a new industry finally networked to an interview with the president of his target company. The president was resistant to hiring this executive because he didn't have the experience, know the language or have the contacts in this particular sector.

"Where do you rank your company in this industry?" the ExecuNet member asked the president.
"We're the best," the president quickly replied.
"Then why would you want to hire from a weaker competitor?"

He got the job.

Transferring to another industry is a top challenge for job seekers when they think opportunities in their current sector are depleted; they are looking for new challenge; or they want to penetrate areas where they see more growth.

But recruiters and hiring companies are often not so open-minded, hiring candidates from inside the same industry instead. Changing sectors can be difficult, but it's far from impossible, if you have the right positioning and networking strategy. ExecuNet members in the General Management Roundtable discussed how they successfully made the switch:

"Focus the conversation on their needs and how they see you fitting in."

"Coming from a different industry has actually been beneficial. I have been able to introduce new ideas and a different vision for the company than an insider might have, and we have nearly doubled revenues in three years as a result."

"It is the personal contacts and conversations, and knowledge of a reputation for effectiveness that open the hiring authorities' minds to the contributions that a person can make."

"Stress the similarities in your cover letter, and remain silent on the rest."

"Show the interviewers that you understand the applications of the knowledge you bring to the table and that you can help them monetize that knowledge."

"If the employers are not coming to find you, go to where they are."

We've collected the best advice, suggestions and tips from senior-level executives in this white paper: Lessons from Leaders: Making an Industry Transition. Click here to download it with our compliments and let us know what you think.]]> Your Career 2012-02-02T20:21:00-05:00 Six-Figure Hotline: Network Past Education Bias http://insights.execunet.com/index.php/site/six_figure_hotline_network_past_education_bias/#When:15:03:00Z
As part of ExecuNet membership, I conduct a weekly teleconference called Six-Figure Hotline where members call in to ask the questions keeping them up at night, and to gain market and trend insight from the career experts who join me in talking about issues that are important to executives today.

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

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

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

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

I would develop a very specific target list of organizations, research the heck out of them, and then expand your network until you can get in to talk to someone about the issues that your experience can help them solve.]]> Your Career 2012-01-31T15:03:00-05:00 Does Your Brain Need an Upgrade? http://insights.execunet.com/index.php/site/does_your_brain_need_an_upgrade/#When:15:32:00Z
"Nothing is more important for our career success than making great people decisions," said Claudio Fernández-Aráoz, author of Great People Decisions at the 2011 World Business Forum, where ExecuNet exclusively reported. When he surveyed which of the thousands of business leaders in the audience were formally trained in this selection process, very few raised their hands.

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

Rather than evaluate candidates by experience and intelligence, Fernández-Aráoz explained that emotional intelligence (EQ) is a better predictor of management performance. According to recruiter David Perry, managing director of Perry-Martel International and author of Guerrilla Marketing for Job Hunters, there are five key ideals that help hiring managers identify candidates' EQ levels.
  1. Self-concept: Is the candidate's concept of self healthy and strong enough to navigate treacherous waters intuitively, as well as develop and motivate staff as though the staff developed the ideas themselves?

  2. Persistence: Is the candidate an assertive individual who will drive programs to successful fruition? Is the professional highly self-motivated or an order-taker in disguise?

  3. Empathy: Does the candidate have the ability to connect with employees and customers?

  4. Commitment: Is there a demonstrated willingness to make a substantial personal commitment of time to the people in the business?

  5. Defendable values: Does the candidate by dint of personal style and experience establish a core philosophy of operation (a value set) and organizational culture that will promote the desired results?

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

If you found this article helpful, leave a comment and also share it with others.]]> Skills 2012-01-27T15:32:00-05:00 Ben Zander Shares His 6 Secrets to Success http://insights.execunet.com/index.php/site/ben_zander_shares_his_6_secrets_to_success/#When:14:50:00Z
I wish that I were effectively able to convey to you what a roomful of Ben Zander energy feels like. I wish I could have you hear him lead thousands of executives to sing happy birthday to a complete stranger or Ode to Joy in German. I wish you could see 350 hungry business leaders let their lunches grow cold as they sat transfixed and hanging onto his words.

That was the spirit at the 2011 World Business Forum, where ExecuNet exclusively reported, and where the conductor of the Boston Philharmonic spent upwards of two hours presenting in a hangar-like space at the Javits Center, and separately at a private VIP luncheon. While I can't share the complete experience with you, I can impart Zander's secrets to success, which I hope helps guide you toward your business goals.
  1. Visualize your role as a leader, not as the central figure of control, but getting players to explore the possibilities. When you make a mistake, or others do, respond with "How fascinating!" and don't place blame.

  2. Opportunities always lie in reframing the question and examining the assumptions you and your teammates are taking for granted and don't realize you are making. Anyone in the organization can identify and challenge assumptions, so get started today and engage in the exploration.

  3. You'll never live a full life complaining. Today's reality often seems fixed with strong competition and grim goals. Take the perspective of "what if" and "what's next" and never lose sight of the broader vision.

  4. Distinguish the "downward spiral" from "radiating possibilities," reliably and consistently. When things are defined as WIN/LOSE you constrain possibilities.

  5. The secret to life is "all is invented" and "all is in the perception and framed in your perspective."

  6. Remember Rule #6 (when others are overcome by problems): "Don't take yourself so seriously." Essentially, turn everything to a positive and never complain, and you will stay closer to the track that will open possibilities. Tension never releases possibilities.

If you found this article helpful, leave a comment and also share it with others.]]> Best Practices 2012-01-23T14:50:00-05:00 It’s Okay to Act Your Age http://insights.execunet.com/index.php/site/its_okay_to_act_your_age/#When:14:40:00Z
I'm a few months behind reading the New York Times Magazine, so I only recently saw the September 8th issue with the article about the ironworkers rebuilding the World Trade Center.

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

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

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

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

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

Walker has 12 rules for a successful search that you can find when you click here to download ExecuNet's special report Gray Matters: Experienced Executives Gaining the Edge, previously available to members only. Read it and let us know what you think.]]> Your Career 2012-01-19T14:40:00-05:00 When You’re Very Young http://insights.execunet.com/index.php/site/when_youre_very_young/#When:14:30:00Z
When you're very young:
  • You wonder, "What exciting thing is going to happen today?"

  • You experiment.

  • You LOOK.

  • You imagine.

  • You learn.

  • You play.

  • You share.

  • You make friends.

  • You're curious.

  • You're joyous.

  • You change.

  • You grow.

  • You're a fanatic about your loves.

  • You're brimming with crazy energy.

  • The world hasn't shown you how to corral the thing and be normal.


When you're young to something:
  • You're burning to be great at it.

  • You have a vision that's beyond your station.

  • There is always a next thing you want to get great at.

  • You raise new questions and new possibilities.

  • You take on old problems from a new angle.

  • Nothing is "impossible" and it's never "too late."

  • You don't know exactly your future, but you want to be great at it and make a mark.

  • Your courage to fulfill your vision comes from passion, not position.

  • You chase after the beauty of the thing: The love of getting it beautiful is where it's at ... it's a personal devotion.

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

You become old to something when you:
  • Say "Can't" a lot.

  • Hear "No."

  • Spend your day wondering "How little can I do?"

  • Spend your time telling it like it used to be.

  • Believe that tomorrow will be just like today.

  • No longer choose the cereal for the toy surprise in the box.

  • Lose the urge to throw the occasional curveball.

  • Convince yourself it's too late to learn.

  • Convince yourself you have nothing new to teach anyone.

  • Forget all the other ages you've been.

Staying old (to your craft, or position, or organization) when you know you shouldn't is the easy choice. And its only reward is that it's easy. Challenging your resistance to become young again is hard. It takes planning, persistence, sacrifice and courage. And love: love of the challenge, love of the work and the joyous possibility of becoming young to something once more.]]> Skills 2012-01-17T14:30:00-05:00 Do You Know Where Your Career Plan Is? http://insights.execunet.com/index.php/site/do_you_know_where_your_career_plan_is/#When:14:07:00Z
Whether you are in active job search or just keeping your options open, it's important to have a map for where you want to go. If you are employed and your New Year's resolution was to get a new job, you should visualize where you will be in the summer, as recent ExecuNet research with recruiters revealed that it takes, on average, seven months to transition.

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

The key to effective job search is to envision it like any other high-level professional project, and use the same skill set that made you successful to reach that goal. If you're ready to embark on a new career campaign, here's how today's C-level executive can correlate what they know into a job search plan:
  1. Set the strategy. Be introspective and really clear about your strengths, what you like to do and the best environment for you to succeed. Too often, job seekers let external influences drive their career instead of proactively carving out their own futures.

  2. Find the right external partners. Target the companies and find the connections. Once you know what you can do, find the place where you can best perform the work, and the individuals who can help you get in the doorway. Don't worry whether there are currently open positions; your goal is to connect with the right people in the right places.

  3. Align the goals with the marketing messages. Walk down the aisles of a supermarket and see all the products competing for your attention. That's what candidates look like to recruiters. To get noticed, you need to quickly display what you can do and why you are better and different than your competitors. Attend the workshop webinar Re-conceptualizing the Resume: Creating Personal Marketing Materials for 2012 and Beyond to learn how to get the right attention.

  4. Build positive PR. Become known for what you know. On the job, people look to you for your expertise. Take that same thought leadership to the communities where your market finds information and be helpful.

  5. Be a leader. Stay motivated, positive and know when to re-assess and re-adjust.

]]> Your Career 2012-01-13T14:07:00-05:00 Six-Figure Hotline: Face-to-Face Networking http://insights.execunet.com/index.php/site/six_figure_hotline_face_to_face_networking_pp/#When:14:45:00Z
As part of ExecuNet membership, I conduct a weekly teleconference called Six-Figure Hotline where members call in to ask the questions keeping them up at night, and to gain market and trend insight from the career experts who join me in talking about issues that are important to executives today.

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

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

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

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

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

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


ExecuNet networking events are located around the country and Canada and open to anyone.]]> Your Career 2012-01-11T14:45:00-05:00 Jobs Report Shines at Year’s End http://insights.execunet.com/index.php/site/jobs_report_shines_at_years_end/#When:15:03:00Z
Last month, we reported the significant upswing in our exclusive Recruiter Confidence Index, a trajectory that began in October. For the last nine years, this index has been a leading indicator for the economy and for executive hiring, and Friday's job report reinforced how strongly this indicator has led.

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

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

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



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

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

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

Economists generally believe that the US needs to add more than 125,000 jobs a month just to keep up with population growth. Except for May and June of last year, the economy was mostly at those levels for the last 11 months.]]> Market Trends 2012-01-09T15:03:00-05:00 A New Career for the New Year? http://insights.execunet.com/index.php/site/a_new_career_for_the_new_year/#When:18:59:00Z
The close of one year and the beginning of another is typically a time of assessment: analyzing what you've done and determining where you'd next like to be. That evaluation can be in the form of deep thinking and looking inside oneself or standardized assessments that scientifically measure strengths and talents, and can reveal potential new career directions.

To help set your career direction for 2012, start by asking yourself these questions:
  • What are you proud of having completed?

  • What was the most meaningful to you about your work and your community affiliations?

  • What proof do you have of these accomplishments — are they measurable?

For more tips on how to examine the true state of your career, click here to download ExecuNet's special report: A New Career for the New Year?, previously available to members only, and let us know what you think.]]> Your Career 2012-01-05T18:59:00-05:00 Top 11 for 2011 http://insights.execunet.com/index.php/site/top_11_for_2011/#When:15:03:00Z
Thank you to everyone who read, commented, visited and shared content from Executive Insider this last year. Much of what we publish here comes from information gleaned inside our membership, with experts who interact in our executive communities, on-site at exclusive events, and the ongoing conversations we have with professionals like you.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

On behalf of everyone at ExecuNet, we wish you a happy and fulfilling 2012!]]> Market Trends 2011-12-30T15:03:00-05:00 Executive Job Creation Picked up in December http://insights.execunet.com/index.php/site/executive_job_creation_picked_up_in_december/#When:16:41:00Z
The number of employers expecting to recruit for senior-executive roles over the next six months is higher than the number of employers planning to shed management jobs during the same time, according to the results of an ExecuNet December survey of 126 executive recruiters.

Confidence in the Executive Employment Market — Next 6 Months


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

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

"Nearly one in four companies are expected to hire for new management roles in the next six months, and more than half are recruiting to upgrade talent in existing roles. Executive recruiters are expecting to take on more search assignments in the next six months, and we believe that's going to usher in good news for unemployed and transition-minded executives at least for the first half of the new year," Anderson added.]]> Market Trends 2011-12-29T16:41:00-05:00 Executive Recruiters Enter 2012 Confident in Management Jobs Market http://insights.execunet.com/index.php/site/executive_recruiters_enter_2012_confident_in_management_jobs_market/#When:13:01:00Z
Executive recruiters enter the new year more confident in the growth potential for the executive employment market than they've been since mid-2011.

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

Confidence in the Executive Employment Market — Next 6 Months



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

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

"As we enter the new year, this register of confidence among executive recruiters is really good news," Anderson added, "because it provides reason for hope and optimism that more employers are getting on with the business of growing their organizations, and that portends good things for the management employment market."]]> Market Trends 2011-12-27T13:01:00-05:00 Gift Yourself a New Job http://insights.execunet.com/index.php/site/gift_yourself_a_new_job/#When:13:58:00Z
Job seekers mistakenly slow down their searches toward year-end, but there is still hiring activity for companies that have talent needs. Further, networking and career planning are not seasonal events, and holiday parties are good opportunities to learn who's doing what where. (Keep the résumé at home when socializing!)

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

  • Research 30 to 60 new target companies in your industry.

  • Contact 20 new recruiters who specialize in your discipline and industry.

  • Conduct salary research to determine your worth.

  • Rediscover your competencies, skills and behaviors through comprehensive assessments.

  • Improve your interviewing and salary negotiation skills.

  • Consider hiring a professional career coach.

  • Start a new diet and exercise regimen.

For more tips that you can use any time of year, click here to download ExecuNet's special report: Why Job Hunting Shouldn’t Take a Holiday, previously available to members only, and let us know what you think.]]> Your Career 2011-12-22T13:58:00-05:00 The Secret to Happiness http://insights.execunet.com/index.php/site/the_secret_to_happiness/#When:13:58:00Z
Recently, I visited a naturopathic doctor with a friend who received an acupuncture treatment. Despite a phobia to needles, I was curious to try it and challenged myself to overcome the fear. Before I could brace myself for the imagined pain, the doctor stuck one of the needles in the top of my head.

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

How easy would it be to poke the top of one's head (without a pin) every time happiness ebbed? Positive psychology expert Tal Ben-Shahar proposed one solution at the 2011 World Business Forum: The key to happiness is to focus on what works. But, there are two powerful forces that make it nearly impossible to keep an eye on the positive:
  1. Ben-Shahar said most business leaders are "problem-solvers" with a natural tendency to identify a problem or obstacle, and then analyze the causes or what has gone wrong.

  2. Author and executive coach Russell Bishop reminds in his book, Workarounds that Work, that our earliest test scores accentuated how many answers were wrong. For example, 44 right in a 50-question test would be typically marked, "-6."

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

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

Watch the exclusive ExecuNet interview with Tal Ben-Shahar.]]> Best Practices 2011-12-21T13:58:00-05:00 Follow the Leader: Tal Ben-Shahar http://insights.execunet.com/index.php/site/follow_the_leader_tal_ben_shahar_ei/#When:14:28:00Z
Author and Harvard lecturer, Tal Ben-Shahar defines happiness as the convergence of meaning and pleasure, and it's a destination business executives and the organizations can reach if they're willing to consider what makes their existence unhappy.

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

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

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

In this interview with ExecuNet Ben-Shahar argues that business leaders must be far more attentive to their own emotions because of how those influence the morale and feelings of the people they serve.]]> Best Practices 2011-12-19T14:28:00-05:00 Fixing the Game: What Capitalism Can Learn From the NFL http://insights.execunet.com/index.php/site/fixing_the_game_what_capitalism_can_learn_from_the_nfl/#When:14:49:00Z
So long as CEO and executive pay is based on stock compensation and market expectations for a stock's performance and not real performance, shareholders and employees will continue to lose out.

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

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

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

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

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

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

Another way to align shareholder and executive interests would be to give the CEO only one stock grant when he takes over the job, versus the kind of annual grants whose strike prices can be manipulated to reward the executive in the short-term.]]> Best Practices 2011-12-16T14:49:00-05:00 Follow the Leader: Bill George (2 of 2) http://insights.execunet.com/index.php/site/follow_the_leader_bill_george_2_of_2/#When:14:21:00Z
In an exclusive interview with ExecuNet, former Medtronic Chairman and CEO Bill George shares his perspectives on the intersection between authentic leadership, which he has championed, and Servant Leadership.

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

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


See part 1 of the Bill George interview.]]> Best Practices 2011-12-14T14:21:00-05:00 While You Were Out… http://insights.execunet.com/index.php/site/while_you_were_out_33/#When:13:55:00Z
"Why is help so frequently not sought?" That's the question an ExecuNet member, a C-level executive in the manufacturing industry, posed to his peers in one of the business Roundtables. He noted that, in his leadership career, he would have failed countless times had he not asked for help.

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

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

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

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

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

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

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

The blog posts that keep on giving:
The Scam Artist All-Star List
Networking Lessons from the Frankenstein Monsters
Bury Bones in Your Own Backyard
It’s Good to Be Quiet Sometimes
Business Secrets Your Kids Won’t Learn in School
]]> Best Practices 2011-12-12T13:55:00-05:00 Jobs Report Shows Black Friday Brought Some Light http://insights.execunet.com/index.php/site/jobs_report_shows_black_friday_brought_some_light/#When:14:02:00Z
Many economic releases last week supported the notion of continued growth for the US economy. The Purchasing Managers' Report (an indicator of a rebounding manufacturing sector) crossed into expansionary areas. The monthly jobs report showed the private sector added 140,000 new jobs and revisions from prior months continued to show strength.

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



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

What does this mean for executives?

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

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

In any event, there still are risks to a full recovery. The European situations certainly could be a drain on world growth and those companies that are heavily invested or dependent on the European markets.]]> Market Trends 2011-12-07T14:02:00-05:00 There’s a Lot More to See When You Look Up http://insights.execunet.com/index.php/site/theres_a_lot_more_to_see_when_you_look_up/#When:14:24:00Z
I took this picture at Grounds for Sculpture over the summer, which is an incredible place that I'd encourage you to visit if you are nearby. It resonated with me because, I'll admit, I'm such a gadget geek that I sometimes have my head down, pushing buttons and missing what is happening right in front of me.

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

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

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

What's your approach to long-term career planning? Are Erickson's characterizations accurate for you?]]> Your Career 2011-12-05T14:24:00-05:00 Hidden Executive Job Market Requires New Tactics and Takes Longer than Expected http://insights.execunet.com/index.php/site/hidden_executive_job_market_requires_new_tactics_and_takes_longer_than_expe/#When:14:37:01Z
Mixed economic signals of late further reinforce the notion that executive job search and career transition will continue to require a thoughtful campaign of several months to achieve success.

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

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

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

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

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

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

Recruiters ExecuNet surveyed recently indicated that there were five things you should do to be successful in this job market:
  1. Become connected to industry decision-makers and influencers who will refer you. "Use your network or join a private network where you can make connections and build relationships to make this happen," says Anderson

  2. When contacting an executive search firm, offer to be a referral resource for them in exchange for their assistance. "Give, and you will be remembered when the time comes," says Anderson

  3. When contacting a search firm, offer to be a source of information related to your industry. "This builds 'trust,' allows you to show off your expertise, and helps you get your foot in the door," says Anderson

  4. Maximize your online résumé and profiles with keywords and industry-specific buzzwords so it will come up in online searches. "Most candidates are found because of searches of their backgrounds, not through job postings, so don't miss the opportunity to be found by having a well developed online profile in the right peer networks that will increase your visibility," says Anderson

  5. Respond to online job postings. "This is rated number five by recruiters because it is the least efficient," Anderson offers.

    6. ]]> Market Trends 2011-12-02T14:37:01-05:00 Executive Job Creation Regains Some Momentum http://insights.execunet.com/index.php/site/executive_job_creation_regains_some_momentum/#When:14:16:00Z
    Once again, the number of companies expecting to recruit for senior-executive roles over the next six months is higher than the number of employers planning to shed management jobs during the same time, according to the results of a recent survey of 180 executive recruiters by ExecuNet.

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

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


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

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

    ExecuNet's Executive Job Creation Index is based on a monthly survey of executive search firms and reflects responding executive recruiters' expectations of how companies are managing their executive talent needs and whether they're adding new management roles.]]>     Market Trends 2011-12-01T14:16:00-05:00     A New Era for Executives http://insights.execunet.com/index.php/site/a_new_era_for_executives_ei/#When:14:31:00Z
    Whether we see the Occupy Wall Street protests as a short-term blip or a harbinger of much bigger things, the movement does make clear that a segment of the American population is angry with business — very angry. And they have a point. The 2008 credit crisis wiped billions of dollars from pensions funds, IRAs and 401Ks. More than a few Americans will have to work past retirement age to compensate for it.

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

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

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

    The good news is that it is possible to take a much more thoughtful and effective approach to the intersection of the real and the expectations markets and to governance in general. We can end the destructive cycle by:
    1. Restructuring executive compensation to focus entirely on the real market, not the expectations market — which means, yes, banning all stock-based incentive compensation, just as the NFL bans all betting on football by players in the real game.

    2. Dramatically reducing interactions between players in the real game and those in the expectations market by, for instance, banning company guidance to analysts and eliminating the safe harbor provision of the Private Securities Litigation Reform Act.

    3. Rethinking the meaning of board governance and role of board members, shifting their attention from maximizing shareholder value to maximizing customer-value creation.

    4. Reining in the power of hedge funds and monopoly pension funds, eliminating the ability of pension funds to invest in hedge funds that charge both a base fee and a percentage of the upside (the famous 2&20 formula).

    ]]>     Your Career 2011-11-30T14:31:00-05:00     The Big Amazing/Little Amazing http://insights.execunet.com/index.php/site/the_big_amazing_little_amazing/#When:15:29:00Z
    If there existed a business world miracle scale, one might place the resurgence of Chrysler on one end and a certain online shoe retailer that pays shipping both ways at the other.

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

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

    Expectancy is the atmosphere for miracles. So far this century expects everything:
    • Products that are exceptionally well designed

    • Customer service that's unusually responsive and attentive

    • Companies that are extraordinarily responsible

    • Bosses who promise miraculous changes and deliver

    • Leaders with multifaceted skill sets who drive top-line revenues and execute initiatives that will cut costs — and do it with less people and fewer resources

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

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

    Every day presents us with the big amazing/little amazing. A miracle happens when you:
    • Go out of your way to fix a problem.

    • Do what matters first, not what's convenient.

    • Deliver a simple act of kindness that changes someone.

    • Renew a relationship with a difficult business partner.

    • Publish a book that changes everything.

    • Alchemize intention into action (make the meeting work).

    • Invent a new feature that makes lives better.

    • Make a miraculous mistake — innovation flourishes when people give themselves the space to make mistakes.

    • Answer the phone on the first ring.

    • Promise to call back, and do.

    • Look through another's eyes for an instant.

    • Try something new, as opposed to the thing you're comfortable with.

    • Change, because what it takes to be amazing changes every day.

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

    It's when miracles don't occur that something has gone wrong.]]>     Best Practices 2011-11-28T15:29:00-05:00     Everyone Needs to Know What’s Going on with the CEO http://insights.execunet.com/index.php/site/everyone_needs_to_know_whats_going_on_with_the_ceo/#When:18:20:00Z
    If you're a CEO, you'll want to benchmark yourself against others like you. If you're an in-role senior leader, insight into the chief executive can help you strategically focus your performance goals. For those in job search, you can better position yourself as a solution if you know the CEO's business priorities. Finally, if you recruit top talent, knowing CEOs' retention and engagement triggers can help you place your next candidate.

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

    Click here to download ExecuNet's Chief Executive Officer Briefing previously available to members only, and read more about what's on the minds of these senior-most leaders, where they are challenged, and who they think can best support their business priorities.]]>     Your Career 2011-11-23T18:20:00-05:00     Follow the Leader: Bill George (1 of 2) http://insights.execunet.com/index.php/site/follow_the_leader_bill_george_1_of_2/#When:15:57:00Z
    In an exclusive interview for ExecuNet members, former Medtronic Chairman and CEO Bill George shares his perspective on getting the right management talent in the right roles, the impact of internal politics and empowering enterprise potential.

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

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

    The benefits of moving more people and organizations away from the kind of internal politics that wastes so many resources alone would be enough to drive performance, improve productivity and help them unleash innovation in their ranks.]]>     Best Practices 2011-11-21T15:57:00-05:00     7 Truths of Career Success http://insights.execunet.com/index.php/site/7_truths_of_career_success/#When:19:26:00Z
    1. The most qualified candidate does not necessarily get the job offer.
    Many times, candidates with lesser qualifications get job offers simply because they've prepared and presented themselves in a more compelling way. They "package" themselves better, with an outstanding portfolio of career documents and oral presentation skills. The winning candidate is the one who knows how to tie his or her achievements, strengths and assets directly to the employer's needs, problems and challenges.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    The bottom line is that YOU, and only you, hold the keys to your career and professional future. Although there is no longer such a thing as "job security," if you take 100 percent responsibility for managing your own career, you can still develop and maintain own brand of "employment security."]]>     Your Career 2011-11-16T19:26:00-05:00     Follow the Leader: Tammy Erickson http://insights.execunet.com/index.php/site/expert_perspective_tammy_erickson/#When:14:56:00Z
    In an exclusive interview for ExecuNet members at the 2011 World Business Forum, where ExecuNet exclusively reported, workforce management expert Tammy Erickson assesses how the economy has shaped the organizational experiences of multiple generations of employees and what it means for business productivity and performance.

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

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

    Flexibility, Erickson says, will be the key for organizations to calibrate the contributions of each of the distinct generations that make up today's workforce and motivate them to maximize their work for the enterprise.]]>     Best Practices 2011-11-14T14:56:00-05:00     Have You Heard the One About the First-Time CEO? http://insights.execunet.com/index.php/site/have_you_heard_the_one_about_the_first_time_ceo/#When:18:31:01Z
    There are many different ways to present information, and we've found three approaches typically resonate with our ExecuNet members:
    1. Benchmarks and market intelligence borne from our statistical research
    2. Authoritative advice from vetted experts
    3. Experiential knowledge from peer communities

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

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

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

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

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

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

    [You'll notice that the executive who originally asked the question is now "anonymous" He was able to ask the question confidentially within our closed network but would never post it publicly online, for fear that it would be indelibly attached to his name and diminish confidence in investors and future employers.]]]>     Your Career 2011-11-10T18:31:01-05:00     Is Your New Job as Important as Your Smartphone? http://insights.execunet.com/index.php/site/is_your_new_job_as_important_as_your_smartphone/#When:13:10:00Z
    Before buying your new Android, BlackBerry or latest iPhone, you probably will do some research. You'll check what's available through your carrier, read the expert reviews and user experiences; even visit the hardcore gadget blogs and communities. Maybe you even hashtag the model on Twitter or watch an unboxing and first-time usage on YouTube.

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

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

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

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

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

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

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

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

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

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

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

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

    The Bottom Line
    We live in the era of the educated consumer, whereby most of us preface every purchase with research. According to Pew Internet & American Life Project, 58 percent of American consumers perform online research prior to purchasing a product a service – up from 49 percent in 2004. When you consider that much of this research is for low-usage (travel) or low-cost (books) items, wouldn't you say it's worth putting greater effort into researching your next job?]]>     Your Career 2011-11-09T13:10:00-05:00     Revising the Jobs Reports http://insights.execunet.com/index.php/site/revising_the_jobs_reports/#When:14:33:00Z
    What surprised me most about Friday's job and unemployment report, was not 80K+ jobs added to the economy in October, but the revisions to prior months – notably August and September.

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

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

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

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



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

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

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

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

    Our mission here at ExecuNet is to keep you informed and help you keep a clear picture is going on and in store for you in business and your career. We will continue to keep you posted.]]>     Market Trends 2011-11-08T14:33:00-05:00     While You Were Out… http://insights.execunet.com/index.php/site/while_you_were_out3/#When:14:22:00Z
    "You will eliminate innovation if you require proof of an idea in advance of trying it." – Roger Martin

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



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

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

    Most popular in October:

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

    What you may have missed:

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

    The blog posts that keep on giving:

    Global Leaders Have Great Ideas Exclusively for You
    Business Secrets Your Kids Won't Learn in School
    The Scam Artist All-Star List
    Uncertainty Breeds Success
    The Ugly Truth about Your Looks and Job Search]]>     Best Practices 2011-11-04T14:22:00-05:00     Networking Lessons from the Frankenstein Monsters http://insights.execunet.com/index.php/site/networking_lessons_from_the_frankenstein_monsters_2/#When:13:02:00Z
    Whether he was portrayed in film or in parody, the Frankenstein monster was a man of few words: "Fire: bad; friend: good." With that limited vocabulary, it's no wonder the peasants chased him out of the village with torches.

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

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

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

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

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

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

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

    As you watch any monster-themed movies this Halloween, pay attention to the big guy's interactions with others. Dracula was charming, but the Frankenstein monster learned how to play nice with others, proving you can be a born networker or made into one.]]>     Your Career 2011-10-31T13:02:00-05:00     Bury Bones in Your Own Backyard http://insights.execunet.com/index.php/site/bury_bones_in_your_own_backyard_2/#When:21:43:00Z
    Relocation is a less viable option for executives and companies, as home values have decreased and job security remains shaky. Candidates would rather stay put than dislodge families, so many limit their job searches to an easily commutable geographic radius.

    There are strategies to mine for local leads:
    • Searching job boards and online databases by geo/zip codes
    • Networking with friends, neighbors and attending organized, facilitated groups
    • Reading regional business journals, community newspapers
    • Joining the Chamber of Commerce


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

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

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

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

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

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


    Click here to download Uncovering Opportunities in Your Own Backyard for more in-depth strategies on unearthing local opportunities. Come back to let us know what you think or if you have additional strategies that have been successful for you.]]>     Your Career 2011-10-27T21:43:00-05:00     Recruiter Confidence Improves Despite Mixed Signals on Economy http://insights.execunet.com/index.php/site/recruiter_confidence_improves_despite_mixed_signals_on_economy/#When:12:54:00Z
    In October, ExecuNet's benchmark Recruiter Confidence Index revealed that 37 percent of 139 executive search firm respondents are "confident" or "very confident" the executive employment market will improve over the next six months, up five points from September.

    Confidence in the Executive Employment Market — Next 6 Months



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

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

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

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


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

    The silver lining is that nearly one-in-five executive search firms is planning to add staff, reflecting some optimism that new assignment volume will increase from the opening of new management roles, corporate approval for search assignments that have been delayed in recent months, and/or from organizations' choices to replace underperforming business leaders with new management hires.]]>     Market Trends 2011-10-27T12:54:00-05:00     Innovation and the Workplace http://insights.execunet.com/index.php/site/innovation_and_the_workplace/#When:14:06:00Z
    There are many ingredients to innovation, and some of the most important are those that define the workplace — culture, mission, leadership and identity.

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

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

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

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

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



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

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

    Join Jeanne on October 28th for an exclusive ExecuNet program on preparing for the 2020 workplace.]]>     Best Practices 2011-10-26T14:06:00-05:00     Should You Ask for a Step Back? http://insights.execunet.com/index.php/site/should_you_ask_for_a_step_back/#When:13:14:01Z
    As part of ExecuNet membership, I conduct a weekly teleconference called Six-Figure Hotline where members call in to ask the questions keeping them up at night, and to gain market and trend insight from the career experts who join me in talking about issues that are important to executives today.

    In a recent teleconference a caller asked, "Once you've progressed far enough in the interview process, how aggressive do you really need to be as far as asking for the job offer? How do you respond to the question, 'Is this job enough for you?' How do you counter the fact that a position may be a step back, but you really want the role for a variety of reasons, (e.g. great company, advancement opportunity, industry, etc)?"

    Here's what I told him:

    Asking for the offer: It depends on your read of the interviewer — if they are looking for a "risk taker" or someone to be assertive. In general, my guess is that the company would like to feel that making the offer is their "to do" and if the interview process has gone well you shouldn't have to "ask" in the first place, and in "asking" it could be viewed as being over anxious and might be seen as a negotiating weakness. If it were me, I would wait for them to make the offer and go from there.

    Is this job enough for you?: Understand what their concern is in asking the question. Sounds like they are worried that once the market turns you'll be gone because the job is too much of "been there, done that" and "they won't be able to keep you challenged" etc., Your job as the "salesperson" is to anticipate the objection and have points to make that will put their minds at ease.

    Step back: You have really answered the "Is the job enough for you?" The reasons you have given are certainly among the points you can make. Especially true if you are bringing 20+ years of experience because you can also make the argument that you have been around the game long enough to know what you like, don't like, what turns you on and where your job satisfaction comes from which is part of why you are so excited about the opportunity.]]>     Your Career 2011-10-25T13:14:01-05:00     It’s Good to Be Quiet Sometimes http://insights.execunet.com/index.php/site/its_good_to_be_quiet_sometimes/#When:13:24:00Z
    Piglet sidled up to Pooh from behind."Pooh," he whispered.

    "Yes, Piglet?"

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

    * * *


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

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

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

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

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

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

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

    In the quiet we come sometimes upon a moment in which we wonder, not:
    • How do I get 500+ LinkedIn connections?
    • Who do I friend next on Facebook?
    • Why aren't more people following me on Twitter?
    • How much money am I making?
    • Am I going to go out of business?
    • What does everyone think of me?

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

    If we remain quiet long enough, and have concentrated on these things well enough...we get to hear the quiet uproar of "done." It's the single most gratifying sound on the planet.]]>     Your Career 2011-10-21T13:24:00-05:00     Is Your CEO Using Social Media? http://insights.execunet.com/index.php/site/is_your_ceo_using_social_media/#When:13:15:00Z
    If your CEO is not leveraging social media, this could change quickly as more companies increase productivity and drive higher engagement levels by using social media. According to a recent study by Social Media Insights and Trends, only 5 percent of all Fortune 500 CEOs are on Twitter. While we hear about Tony Hsieh of Zappos and Tim O'Reilly of O'Reilly Media on Twitter, they are not leading large publicly traded firms. However, there is the beginning of a movement to explore the business benefits of using these tools for the CEO and top executives of larger companies. Is your company one of the ones with a CEO on Twitter?

    CEOs of FORTUNE 500 Companies Using Twitter:If you believe that your CEO and/or team of executive leadership should start using social media, but you are unsure of how to tout the business benefits, here are my top five benefits to tout:
    1. Instant Feedback: Your CEO can be closer to your customers and become in the process your company's CLO — i.e. Chief Listening Officer.

    2. Idea Generation: As your CEO and/or senior executives start a dialogue with your customers, anything can happen and one consequence can be the identification of new products and service to fill voids in the marketplace. Once your CEO gets involved and starts hearing customer needs firsthand, there can be a quick turn-around to a product or service filling that need.

    3. Cool Factor for Young Talent Millennials are savvy researchers when they are interviewing for a new job. They will be sure to check www.glassdoor.com or www.twitter.com for the nature and extent of involvement of the CEO and top executives. An involved CEO using social media can be a company's most powerful recruiting tool for top talent.

    4. Culture Building: The 2020 workplace will be one that is more open, transparent and authentic than in the past. CEOs who get involved using the latest tools become important spokespeople for what the company values and how work gets done.

    5. Entering the New World of Work: Blogging and Tweeting will become requirements of CEOs in the 2020 workplace, as they allot more time to being connected and interacting with current employees, potential employees, and customers and suppliers.

    In addition to Twitter, chief executives have the option of writing more traditional blogs. Though, currently, Chief Executive estimates that less than 3 percent of CEOs blog in any meaningful way, there are some standout exceptions, including:
    1. Allonhill: Sue Allon, CEO, Allonhill: Sue Allon blends the personal and business to comment on mortgage securitization, due diligence and credit risk management.

    2. FirstRain: Penny Herscher, CEO, The Grassy Road: A CEO at Work and Play in Silicon Valley and Beyond: Penny Herscher seamlessly combines thoughtful musings about Silicon Valley business with news about adventurous life away from the office.

    3. Forrester Research: George Colony, CEO, The Counterintuitive CEO: George Colony's goal is to assist today's company leaders in forming unique approaches to the challenges they face by focusing on technology, publishing and new media.

    4. Hammock, Inc.: Rex Hammock, CEO, http://www.rexblog.com/: Colorful, frequently updated blog about social media, publishing and Web content by a true practitioner of the digital arts.

    5. Makovsky + Company: Kenneth Makovsky, president, My Three Cents: The president of a large public relations agency discusses CEO reputation, media relations, crisis management and "whatever is uppermost" in his mind.

    6. Merisant Company: Paul Block, CEO, http://paulrblock.com/: The CEO of the company that makes Equal Sweetener blogs about talent management, recruiting and strategy.

    7. Royal Caribbean International: Adam Goldstein, President and CEO, Why Not?: Adam Goldstein blogs on all aspects of cruising, giving readers an intimate look into aspects of cruising that most guests don't see.

    8. Saatchi & Saatchi: Kevin Roberts, CEO, KR Connect: The creativity of the CEO of one of the world's most innovative agencies is on display as he discusses all aspects of marketing, communications and design.

    9. ExecuNet: Dave Opton, Founder and CEO, Six-Figure Learnings: The founder of the executive membership organization blogs about his lessons learned from and about six-figure leadership and executive career management.

    10. Thomson Reuters: Tom Glocer, CEO, Tom Glocer's Blog: Tom Glocer blogs on everything from strategic issues and business ethics to the intricacies of Finnish sauna.

    11. Zappos: Tony Hsieh, CEO, CEO and COO Blog: The mavens of customer service, Zappos CEO Tony Hsieh and COO Chris Nielsen, share a blog that gives a penetrating look into the shoe marketer's plans, challenges and insanely customer-focused culture.

    Chief Executive profiled some recent successes, including Tom Glocer, CEO of Thomson Reuters, who started his blog because he was personally interested in social media and citizen journalism. As Chief Executive recounts:
    There are basically two ways CEOs can learn about emerging technologies, [Glocer] says. One way is to hire a consultant or commission a study. But Glocer preferred another approach: He decided to plunge in and learn it himself. "As I experimented, I found I liked blogging," he says.
    Like most CEOs, he occasionally writes internal memos to employees. But when he posted these same memos on his personal blog, Glocer was surprised by how the simple fact of posting them increased their exposure and credibility. More employees offered thoughtful comments than ever before. "I came to the conclusion that in the eyes of my associates, my thoughts can have greater legitimacy because they are hanging out there for all of the world to see," Glocer says. The blog earns added credibility because Glocer publishes all signed comments — positive and critical.
    Glocer doesn't believe every CEO is cut out to have a personal blog. He suggests CEOs ask themselves if they are comfortable writing their own staff announcements, news releases, etc. "If you find the act of writing short messages a burden, then you probably shouldn't take on a blog because it will be painfully obvious to everyone that you're not having fun."
    "As more CEOs see the power of social media to build brands, increase innovation and communication, then we'll start making progress" for the business case of social media. Regardless, this is not a fad and is not going away any time soon. Start now to begin a dialogue on how using social media will increase business performance in 2012.

    Join Jeanne on October 28th for an exclusive ExecuNet program on preparing for the 2020 workplace.]]>     Best Practices 2011-10-19T13:15:00-05:00     Are You Ready for the Third Revolution? http://insights.execunet.com/index.php/site/are_you_ready_for_the_third_revolution/#When:13:35:00Z
    David Armano is on the front lines of what he sees as the "third revolution." The first, the executive vice president of global Innovation and integration at Edelman Digital said, was broadcast; the second: broadband. We're now engaged in the third revolution, which is social, whereby the main distinction is computers being replaced by people.

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

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

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

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

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

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

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

    "Don't start a Facebook page if you are not ready for criticism or feedback," said Armano.]]>     Your Career 2011-10-17T13:35:00-05:00     Is the Shower the Final Frontier for Great Ideas? http://insights.execunet.com/index.php/site/is_the_shower_the_final_frontier_for_great_ideas/#When:19:23:00Z
    There are few places left to escape the growing mountain of obstacles that prevent great ideas from being created, and even more roadblocks impeding their execution. Scott Belsky, CEO of Behance and author of Making Ideas Happen, said creative people have to find "windows of non-stimulation" to focus on thinking, research and implications on strategy.

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

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

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

    So, how to make ideas actually happen? Belsky cites three drivers:
    1. Good organization
    2. Communal forces
    3. The leadership capability to keep teams engaged

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

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

    There are typically three categories of people found in organizations, and it's incumbent to have the right balance for successful idea execution:
    1. Dreamers: They jump from idea to idea and wonder what new things are next.
    2. Doers: The "Debbie Downers" who are happy when there is nothing new to do.
    3. Incrementalists: They rotate from dreamer to doer.

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

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

    "Nothing extraordinary is ever achieved through ordinary means."]]>     Market Trends 2011-10-13T19:23:00-05:00     Jobs Report Says Growth is Slow and Steady http://insights.execunet.com/index.php/site/jobs_report_says_growth_is_slow_and_steady/#When:17:22:00Z
    The Labor Department reported last Friday that employers added 103,000 jobs in September. Hiring was stronger than expected and well above consensus and upper range estimates. With 34,000 jobs lost in federal and state governments, private sector hiring increased jobs by a solid +137,000.

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

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

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



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

    In talking to members and prospects, the "good news" in this report for job seekers or recruiters is that there continues to be growth in jobs in the private sector, though it remains slow and steady. There are also pockets of strength. Amidst all the weakening economic news of late, that is a plus. With little short-term or long-term action coming from Washington, the European debt crisis continuing and slowing world economic growth, there is little to shake this trend in the near term.]]>     Market Trends 2011-10-11T17:22:00-05:00     Recruiter Confidence Slides on Economic Volatility http://insights.execunet.com/index.php/site/recruiter_confidence_slides_on_economic_volatility/#When:13:28:00Z
    In September, ExecuNet's benchmark Recruiter Confidence Index revealed that 32 percent of executive search firm respondents are "confident" or "very confident" the executive employment market will improve over the next six months, down four points from August. The percent of recruiters who were "not confident" the market would improve moved to historically high levels of 20 percent.

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

    Confidence in the Executive Employment Market — Next 6 Months


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

    A reading at 50 percent or above indicates recruiters are "confident" or "very confident" the number of executive search assignments launched by employers in the next six months will increase.]]>     Market Trends 2011-10-10T13:28:00-05:00     While You Were Out… http://insights.execunet.com/index.php/site/while_you_were_out2/#When:13:48:00Z
    A friend of mine who worked in corporate roles followed his passion a few years ago and went to cooking school. Shortly after graduating, he left the cubicles for the kitchen but couldn't really connect with the right opportunity.

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

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

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

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

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

    Most popular in September:
    Business Secrets Your Kids Won’t Learn in School
    You’re Teleworking. Are You Camera-Ready?
    The Ugly Truth about Your Looks and Job Search
    Global Leaders Have Great Ideas Exclusively for You
    Opening Innovation, Creating Opportunity

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

    The blog posts that keep on giving:
    The Scam Artist All-Star List
    Chief Eccentric Officer
    Uncertainty Breeds Success
    What You Said: Leadership
    The Power of Innovation and Passion
    Don't Expect a Recruiter to Meet Your Needs
    ]]>     Best Practices 2011-10-07T13:48:00-05:00     Management Hiring Activity Continues Despite Decline in Recruiter Confidence http://insights.execunet.com/index.php/site/management_hiring_activity_continues_despite_decline_in_recruiter_confidenc/#When:13:31:00Z
    Despite slowing overall economic signals, not many companies are indicating they expect to lay off executives in the next six months, and there remain pockets of hiring at the executive level — though hiring has clearly slowed from earlier in the year. Meanwhile, recruiter confidence declined for the fourth straight month to 32 percent and reached levels not seen since late 2008-early 2009 at the bottom of the last recession. This does not bode well for a near-term improvement in executive hiring.

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

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

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

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




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

    ExecuNet's Executive Job Creation Index is based on a monthly survey of executive search firms and reflects responding executive recruiters' expectations of how companies are managing their executive talent needs. The Executive Job Creation Index compares the number of companies expected to add executive positions over the next six months versus those planning to downsize their management teams or delay filling vacant management roles. In September, that figure hit 12 points, down five points from August.]]>     Market Trends 2011-10-03T13:31:00-05:00     Global Leaders Have Great Ideas Exclusively for You http://insights.execunet.com/index.php/site/global_leaders_have_great_ideas_exclusively_for_you/#When:20:01:00Z
    Shortly after joining ExecuNet as Senior Editor, I somehow scored a press pass for World Business Forum, an event that brought Jack Welch, Rudy Giuliani, then-CEO of Yahoo! Terry Semel, Tom Peters, Richard Branson, Colin Powell and Andrea Jung to the stage at Radio City Music Hall.

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

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

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

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

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

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

    Also, for the first time, we're making the 2010 World Business Forum executive summary available to you in its entirety.[PDF, 4MB] Let us know what you think.]]>     Your Career 2011-09-29T20:01:00-05:00     This is Getting to be a Drag http://insights.execunet.com/index.php/site/this_is_getting_to_be_a_drag_new/#When:13:21:00Z
    Ever since I can remember, there has been a factoid making its way around the career management world about how long someone should anticipate their job search will take. It goes something like: You should plan your search to take about one month for every $10,000 you seek in salary.

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

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

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

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

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

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

    Here are a couple of thoughts for those who might be in this situation:
    • Keep in mind that this is essentially a sales process, and as such, do what companies do if a product they have introduced to the market is not producing the results they expected — repackage it. As a candidate, that could mean a résumé makeover, tuning up your phone and/or in-person interviewing skills, making sure you are doing really thorough research in terms of target companies, and certainly working harder to expand your personal and professional networks.

    • Make sure that because things have gone much longer than you wanted them to that you don't fall into the trap of locking yourself in your home office and spending your days "clicking and praying." It is counterproductive both strategically and emotionally.

    • Get out, about and involved, both online and especially offline. Relationships can start online, but trust, which is the tipping point in personal referrals, comes much more often from face-to-face relationships built over time. If you are not already actively involved in at least one professional organization and one civic organization, do so. Keeping yourself intellectually "tuned in" is really important in terms of both attitude and energy, both of which are critical in terms of how others react to you, not to mention how you feel about yourself!

    • Since most people get jobs as the result of networking, everything you can do to give yourself the opportunity to create those links is very much worth the time and effort. If you are a member of ExecuNet, you have long heard us write about effective networking being built on a foundation and attitude of "giving not getting." Approaching both people and/or events with the idea that you're there as a resource to others does a lot to get your focus on the right stuff.

    • If you are someone who has trouble doing some or all of this revamping yourself, you might consider getting an executive coach to help. It is certainly nothing to be ashamed of and from an accountability and structure perspective can be very helpful in getting things back on track. At ExecuNet, members frequently ask our help in finding such a resource, and we are happy to refer them.

    And don't ever forget what every salesperson will tell you: Every "no" is simply one step closer to "yes."]]>     Your Career 2011-09-27T13:21:00-05:00     Opening Innovation, Creating Opportunity http://insights.execunet.com/index.php/site/opening_innovation_creating_opportunity/#When:13:35:00Z
    What if you were charged with delivering $100 million per week in growth with a staff of 9,000? And the only way you could reach your goals was to add more than 1.8 million people worldwide to your team and enlist them to work for free?

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

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

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

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

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

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

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

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

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

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



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

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

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

    Huston said to capture the total customer experience, you must know and understand:
    • Mind = logic they associate with product
    • Soul = emotional associations
    • Body = sensorial associations
    • Tasks = jobs they need to do

    "The basics of innovation are four or five things, but we fuzz it up with other stuff and get bogged down."]]>     Best Practices 2011-09-23T13:35:00-05:00     The Ugly Truth about Your Looks and Job Search http://insights.execunet.com/index.php/site/the_ugly_truth_about_your_looks_and_job_search/#When:14:38:00Z
    I recently spoke with a high-level search firm recruiter and he shared a story about an executive he called a perpetual "bridesmaid" — the one who always comes in second to the candidate who ultimately gets the offer.

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

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

    In addition to the money you may have spent on a professionally produced résumé, executive marketing materials and coaching, here are some small investments that might land you the job:
    • Get a good, contemporary — but age-appropriate — haircut that makes you look and feel your best.

    • Buy a new suit. Even if you are interviewing in a business-casual company, dress up for the first meeting.

    • Teeth-whitening strips are inexpensive and available at every drugstore. Get them even if you think they're not necessary, because if you smoke, drink coffee or red wine, it shows in your smile.

    • If you've needed an excuse to get to the gym, competing for a six-figure job might be the motivation.

    • Smell clean and the interviewer shouldn't be able to get a whiff of your cologne before you've even entered the building.

    You don't have to go overboard and get a spray tan, facial rejuvenation and a full-on makeover, but look presentable. Executives are hired to represent the company.]]>     Your Career 2011-09-21T14:38:00-05:00