IT'S NOT ALL ABOUT YOU

“Ask not what your company can do for you, ask what you can do for your company”

With apologies to John F. Kennedy, the 35th President’s inaugural speech quote from 1961 seems highly relevant today as a call for those looking to advance or develop their careers. When we find ourselves at a career inflection point, our thoughts often turn inward first. What do I want? What do I need? What will make me more fulfilled in my work? While these introspective questions are very important and can help determine direction, they should not be featured prominently in conversations with those who can hire, promote or enable our career growth.

These career champions want to know that we understand the challenges facing the firm and that we are equipped and ready to help tackle them. It comes down to 3 critical actions:

1.   Assessing the challenges and opportunities – do your homework

2.   Clarifying your value proposition – identify your assets

3.   Delivering an aligned message - to the decision-makers or influencers

Assess the situation

 Doing your homework is imperative to let your champions know that you understand what they are up against. What’s the strategy for the business? What steps are they taking to realize that strategic outcome? What’s working? What isn’t?

 If you are internal, this should be a continual pursuit. Developing a strong curiosity about the business and the organization you are working for will allow you to connect the dots and uncover insights into where opportunities lie. As a potential outside candidate, your research will reveal issues, needs, cultural markers and more that will allow you to form a clear picture of how you can contribute. As an outsider it is also critically important to understand and use the right language for the industry. Hiring managers become uncomfortable if the person they are considering doesn’t demonstrate a good understanding of the company and industry vernacular.

 

Your Value Proposition

 While maintaining focus on the company or organization, recognize that you can’t be the right solution if you are unclear on what you bring to the party. Your value proposition is a combination of your relevant skills, experience and personal attributes that is tied to your target role. Don’t leave it up to your champions to connect the dots for how you match up with the position. You as the “solution” needs to be packaged in the right way to compellingly speak to the assessed situation.

 When we are too focused on ourselves, we tend to recite our accomplishments or achievements as we prioritize them or in chronological order. When considering things from the company or organization perspective, select the important parts of your background that correlate with the team or circumstances you are looking to add value to.

 

Pitching your Value Proposition

 Why do you deserve this opportunity? You’ve done your homework, in some cases for years, and you have thoughtfully crafted your approach to how you can help. Make sure you provide evidence of your accomplishments. They make your case stronger and more convincing.

 Again, it’s about the company or organization’s situation and how what you offer aligns with advancing their goals. It is about you, but it’s not only about you. As a matter of fact, your clarification of their challenges and matching your assets and approach to meeting those challenges should allow your champions to come to an obvious conclusion: that you’re the one for the job.

 It’s not that you shouldn’t think about yourself or what’s important to you for this next step in your career. It’s just that you want others to come away feeling that you understand their obstacles and goals and can contribute meaningfully.

 The approach is slightly different if you are seeking a new job or if you are pursuing a promotion or developmental assignment in your current firm. But the common foundation is the same – a true curiosity about your target organization, a concise and accurate description of your capabilities as they relate to the organization’s problems, aspirations, wants and needs, and an effective delivery of your value proposition that is aligned with their challenges and hoped-for successes. If you do this well, you’ll all be celebrating your mutual success!

  

POWERFUL QUESTIONS

A recent client of mine, let’s call him David, was firm in his belief that his next role had to be a step forward with a bigger title and more money. He had even narrowed the target company list down to a half dozen competitors. But he was finding it hard to gain traction toward his goal.

When considering a career move, whether it’s internal or external, we frequently go with what we know. Our current field of view may be limiting the options we are considering. How can you expand your perspective? Ask yourself key questions to broaden your view and advance your career, Powerful Questions!

First, you need to understand your baseline. What is important to you in your life and career and what do you aspire to be in the future? Have you reflected on who you are now as compared to who you might have been 2, 5 or 20 years ago?

These powerful foundational questions help you reestablish a baseline to explore career moves and assess them against this new touchstone. I love the saying, “If you don’t know where you are going, you will probably wind up somewhere else”! And yet, the constant shifts in the market environment require us to continually adapt. This combination of career clarity and flexibility form what I like to call “Resilient Ambition”.

In working with my clients, including those who are seeking a new role or career and those looking to move ahead in their current organization, we organize these Powerful Questions (PQs) into 3 buckets – Rediscover, Explore and Actualize.

Rediscover

The anticipation of any job transition, including internal moves, is an ideal time to pause and reflect on what is important to you at this point in your career. The choice of engaging in guided introspection sets you up to establish a revised baseline to assess opportunities against or to guide your creation of new options.

PQs:

o   What are your most important values? What strengths and skills do you now have and which of those do you want to use going forward?

o   What energizes you?

o   How do real life considerations restrict or enhance your choices? 

o   What will be different once you get that next job/role? What will that give you?

o   What have I learned about myself in the last year (or 2, or 5)?

 

Explore

We frequently need to fight against the inertia of our careers by being open to options that match up with our newly reestablished baseline. We must also better understand the market dynamics that affect our ambitions and how they might require adaptability of our goals. This reinvention necessitates significant courage on our part and is the subject for a future article.

PQs:

o   What options have you not considered?

o   What criteria will you use to judge your options?

o   Where do you see me operating best? (asking others)

o   Where is the juncture of your skills, ambitions and market receptivity?

o   What information or resources do you need to help you decide?

 

Actualize

Once we have narrowed down our options, building and executing a plan are critical to realizing success. However, it is important to acknowledge that many career choices are iterative. They evolve by trying things on and seeing how they fit for us in reality, not just conceptually. We also have to be open to changes in the market or our own increasing understanding of what we can do and who will want to pay!

PQs:

o   What actions can you take now? What is your plan? 

o   What will things look like after you’ve been successful?

o   How do I need to pivot to realize a successful outcome?

o   What are you doing to not achieve your goal?

 

Summary

The process of career evolution and choice is not linear. The recipe of combining our skills, interests and the receptivity of others to pay our salary or buy our services is not fixed. We need to become adept at asking Powerful Questions and, as importantly, listening powerfully to the answers. 

For my client David, a fresh assessment of what was most important to him at this point in his career gave him the freedom to pursue roles that matched who he was now. He ultimately landed a job in a new industry for more money but less title, and he feels rejuvenated in his career.

So grab a pen or open a new document on your laptop. Find some time to ask these questions, record the answers and take time to reflect. You might want to find a partner or a coach to help you discern compelling insights. The potency of these Powerful Questions and your commitment to utilize them will serve you now and as you go forward, fashioning careers that resonate in a fulfilling and meaningful way.

5 Ways to Overcome Lack of Industry Experience in your Job Search

In my work as a career transition coach, a frequent topic of discussion is relevant industry experience. More specifically, pursuing a potential role where you don’t have the desired industry experience. The recruiter tells you that your skills and other experience seem to be just what the organization wants otherwise, so she includes you on the short list of candidates. After 3 rounds and 2 months of interviewing you are even more excited about the job. Then you learn they’ve extended an offer to someone from a competitor with deep industry experience. Was it a waste of your time? Did you ever have a chance?

Most role requirements have a strong bias for relevant industry experience; usually recent experience. It’s part of the risk mitigation mind-set that is a part of every selection process. Is there anything you can do if you don’t have it? Of course!

 

1.     Acknowledge it up front.

 Raise the industry gap early in the conversation. Ask about the true importance of industry experience and the reasons behind it. What has the hiring history been for these types of roles? Understanding the view and how you can fortify your candidacy appropriately is so important early. You also don’t want to waste time if it’s a very low probability that they hire outside the industry.

 

2.     Tie your experience to key characteristics of the industry or company.

 Spend time researching and understanding the idiosyncrasies of the particular industry. Identify 2-3 key characteristics that you can draw clear comparisons to things that you’ve accomplished. For example, a consulting firm would want you to understand consulting. Do you have other professional services and high talent management experience you can tie to this role and company? Try to use relevant industry language as well.

 

3.     Point to examples of successful outsiders.

 Look for examples of successful executives in the industry that have transitioned from other backgrounds. One or two examples of known individuals who have been successful without that industry experience can help reduce the perceived risk for the hiring manager and the organization. “You’re right! They didn’t have that background and they’re doing great.”

 

4.     Enlist a sponsor.

 Leveraging someone well regarded by the company to recommend you allows you to go from a candidate with a strong resume to an endorsed referral. Mary Beth, a strong HR leader in my transition networking group with a GE & pharma background, landed the lead role at a family run company in the wine business. The outgoing CHRO was a connection and supported her candidacy throughout the process.

 

5.     Consider starting as a contractor or consultant.

 Surprisingly, the bar or requirements for a contract hire or consultant are often different than for full-time hires. If you are finding resistance due to your lack of industry experience, you can suggest that the company bring you on as a 1099 hire for a fixed term. Once you’re in, your work and how you are fitting in will often overshadow any concerns of not coming out of the specific industry.

 

Lack of relevant industry experience does not have to be the death knell for your candidacy. Smart and proactive steps to take on the issue up front and demonstrate that you have thought this through can go a long way to helping you overcome that bias. You can help the interviewers answer the big question: how great a risk would she/he be by not coming from our industry? The answer: not a great risk at all given your overall strengths!