Kirsten (that is not her real name, of course) and I have known each other for several years. I connected her to her last job and we have continued to periodically catch up and discuss her accomplishments at work. We have always had a relationship of trust and honest communication. So, when I asked if I could tell her story to help other job-seekers, she agreed.

Kirsten is an upper middle level manager in marketing communications in a mid-sized Western city. She has developed an expertise in working in professional services environments. This is a very difficult niche to succeed in, given the need to win consensus for new initiatives and to meet the demands of all the participants in the decision-making process. There are frequently political undercurrents which require an astute “read” of the dynamics of the situation.

She had been in the job for 3 years and had built a team and was making headway with the partners to enhance the communications effort and support the growth of the company. However, there were signs that she was losing the political battle, and she did not recognize the significance of those signals. It is all too common that the individual most impacted by organizational politics does not recognize (or denies) the seriousness of the situation and is shocked when s/he is asked to resign.

That was precisely how Kirsten felt in the summer of 2006. Based on her productivity and commitment to the organization, she never believed she would be asked to leave. It was such a shock that it took a month to experience a gamut of emotions that allowed her to move on. She realized, only afterwards, that the loss had had such a major impact on her. She also felt she had to endure those emotions so she could emerge ready to move in a positive direction.

Kirsten received a generous severance package, so there was no practical reason to panic and immediately take a new position. And her friends advised her not to rush. That was hard for her, since emotionally, she wanted the security of quickly securing another job just like the one she had left. But she resisted acting upon her emotions and kept listening to the advice she was given. She had a wonderful network of friends and colleagues and she reached out to them for help.

During the first few days while she was still experiencing the shock of loss, she called her colleagues and left voicemails in the evenings, telling them that she was moving on, actively job hunting, and leaving her contact information. There was an outpouring of responses offering to help. That support was critical and made it easier to immediately begin the job search. After two weeks that flurry of activity slowed down.

After every conversation, she sent an email and a resume. Kirsten said she sent notes to about 70 people. That interaction helped her emotionally and led to more recommendations and new contacts. She suggested lunch or coffee wherever it seemed appropriate. She met with 25 people as a result of this effort and always offered to pay. She felt it was an investment in her job search. It was exhausting but necessary.

She was consistently gracious and followed up with everyone. That landed her interviews. As Kirsten says, “you never know where the next job lead will come from.” When people didn’t have much time to meet in person but did take her call, without fail, she asked for ideas and about additional people to contact.

The key she said is in following up. She tapped her connections through a professional forum she belonged to and started with emails, which she said is less intrusive. In the end, tenacity is critical. “I kept sending thank you’s and was diligent and did not get ‘down’ while I was job hunting. My parents were particularly supportive and said ‘our family keeps going; keep your head up.’ That really helped me.

She said, "When I first started searching and interviews were scheduled shortly after I began, I thought I would get a job right away. It doesn’t happen that quickly. I had to learn that’s not the case. I learned those job interviews were practice.

"One interview with a high tech company lasted three hours and I came pretty close, but I didn’t have all of the pieces. I needed to learn that job hunting is a process and this was one experience. After all the time I spent there, the employer did not send a “no thank you” and, I learned that most don’t— only a few do. However, after every interview I emailed each person I met with a specific note tailored to the conversation we had had, usually within 5-hours after the visit. If after an interview I wasn’t sure that the opportunity was a good fit, I would wait a day.

"If I had a really good interview, I would send them a book that is my bible called, ‘Raving Fans’ by Ken Blanchard. It is a short book, focused on customer service, and I bought eight of them and gave away six by the time I had landed a job. That approach sets you apart.

"I kept plodding along and the process took so long. One client said a decision would be made in a week; two months later the job was still not filled. It was through a recruiter and I stayed in touch. Timelines aren’t real. So many times I would get excited about a job and then the company would put on the brakes. The search was a learning, growing experience and I felt it was good for me, but there are times when you do panic.

"Then, there was the first job offer and I knew it was coming. I had been through two rounds of interviews and I was asked to do a presentation to 7-people from different parts of the company. This was a pretty tight-lipped organization and there was not a lot of feedback about how I had performed. I thought I had done well and the follow-up in the emails was very positive. Prior to the second round, the Human Resources person expressed concern about the pay range since I had earned significantly more in my last position. I thought I could live with the difference but it meant a long commute. I thought there was some wiggle room."

At that point Kirsten called me. She had the offer in hand and nothing else solid. There was another very interesting job with a public sector organization just developing, but no interviews had even been scheduled. Yet the new opportunity seemed to be a much better fit.

As we analyzed the offer and the actual job, I saw that the demands of the position and the commute would become a serious burden on the family (she has young children), keeping her away from home for 12-hour days. I also thought the compensation level was too low and would be further eroded by the cost of the commute. Kirsten was lukewarm about the culture. It seemed to me that unless she could arrange to work from home on a regular basis and negotiate for a higher salary, it would only be a stopgap position.

I advised Kirsten to consider one of two directions as she thought about her response. One would be to simply say, “It is not a fit for my family and me and turn the offer down with no further discussion.” The second option was to say no to these terms but indicate what her concerns were, leaving the door open for further negotiations—the money was too low and the trip too much of a burden for a 5-day work week. It was Kirsten’s decision about whether to say yes (not my advice) or a flat or qualified “No.” This was a very tough choice considering the alternative – continuing to look with no serious prospects in hand.

Kirsten decided to turn the job down and leave it open for further discussions if they could "fix" the problems. The response from HR was, “there is nothing we can do.” That told Kirsten that her observations about the culture and their lack of flexibility were right and not taking the job was the correct decision. But it was very hard to turn it down.

"I leaned on all my friends and trusted advisors. All their voices kept saying, ‘You will be fine.’ I needed their courage not to be scared, so I could say no. But it was hard.

"There is the other piece to this episode. I said ‘no’ but left on a very positive note, despite my deeper negative feelings. (I took the high road. You never know if you will see these people again).

"It was now September, three months into my search, and the market started to heat up. By mid-month I had 20 interviews lined up over 3-weeks. Everything started popping and that was scary. I was going full out and by Friday evening I was so exhausted.

"I started to pay careful attention to the signals from each interview. Certain jobs seemed alluring, others not. I tapped my friends to talk the issues out and continue to explore opportunities. I heard about ‘stuff’ that was ‘off the record’ and I just listened. Then in an interview I asked questions that allowed me to explore what I had heard. If a company did not permit working from home and I sensed I would be working for a controlling supervisor, these were red flags.

"I went to lunch with my executive coach and I ran these opportunities by her. She said the red flags were deal breakers. I had to give up exploring these positions and it was hard for me. I was not in the best frame of mind."

The Real Deal

"I had an interview, which was one of many I heard about through a List Serve. I saw it as soon as it was posted and I responded immediately. (I made sure that all of these announcements came to my home email address. It was how I stayed connected.)

"The position, as described, was well below my skill level. It was titled, ‘Team leader.’ The description was focused mostly on tactical work. The company was in a new industry for me. I knew I could do the job but it was not a perfect fit.

"My strategy was, even if a job is not a perfect fit, I will open the door. This job felt too tactical and junior. Despite that, I emailed them immediately. I found out that the salary range was half of what I made. I realized the company needed more than tactics. It needed the strategic approach that I wanted to bring to the job.

"I was called in for an interview and told one of the partners what I could bring to the table. We really connected in the meeting but the job was not a solid fit, and the compensation was an obvious issue.

"I wrote a thank you note, and in it I demonstrated how I could help and what ideas I could bring to the company. I said, ‘I heard you and what you need. Here are examples of what I could do.’ I meant what I said. Again, I contacted a friend to help me focus on solutions and create a well-written, powerful note.

"The CEO called me and explained that she and her partner had met with a business consultant who said to them, ‘You absolutely need the strategic help.’ The owners were operationally focused and openly admitted there was a gap to fill. The consultant advised them that if they wanted the company to grow, they needed to hire someone who had the skills and experience to effectively guide them down the right path.

"So, they upgraded the level of the position, to ‘Marketing Director,’ redefined the job and significantly increased the salary. Even with that increase it was still far less than what I had been earning before. Everything seemed so right. I didn’t negotiate to squeeze out every dollar I could. I realized how much they had extended themselves to make the offer. Also, there is the potential to buy into the company, at a later date, which is a great incentive for me and worth the financial trade off.

"The two owners absolutely respect the balance between my personal and professional lives. They will allow me to work at home two days per week, which is so valuable. I couldn’t put a price on that. I said, ‘Yes.’

"This job was one of three I was considering at the time. It paid the lowest, yet it made the most sense for me and my family. The first week on the job I felt out of sorts. Why, I asked myself?

"I did make a choice that was different from my previous work experience. It didn’t feed my ego in the same way my previous job had. There was also the fear of change and moving to the ‘edge’ of a new level (of responsibility). I felt emotionally drained.

"This is a new environment where I see myself making healthier decisions. This is a shift I had to make. After a short time on the job, I realized everything the owners said was true. I met their managers who gave me the same message. They are so happy to have me on board. I am feeling really good. There will be bumps, as in any new position, but this is a good place for me.

"I contacted everyone when I landed to tell them the good news – I reached out to every single person who had helped me during my search. Of the 20 interviews I went on, only one wrote a ‘no thank you’ and was very encouraging, even though I wasn’t right for the position.

"In my former role, it was about survival and being on the defensive. I still got a lot done but it was so draining. Here (in my new job) I do not have to prove myself every day; this is very liberating and they want my leadership. I didn’t realize how challenging my previous company culture had been until I could look back and see things for how they really were."

"Would you do this any differently?" I asked Kirsten about the job search. She said, “Not a bit. It was painful but I learned so much and grew dramatically. I believe that life is a journey and sometimes the road ahead is bumpy and uncomfortable, but in the end, it always works out for the best."

TOP

CES (The Consumer Electronics Show)

The Consumer Electronics Show held every year in Las Vegas is slated to attract close to 240,000 attendees with registration opening Saturday, Jan, 6th and the exhibits open to the public starting January 8th. I will be attending starting Saturday leaving late Tuesday evening and hope to meet PR and media colleagues.

As many who subscribe to my newsletter know, I developed a special niche at the late lamented COMDEX show putting together a website and party/events list for the PR community and the media. I will be exploring the idea of providing that service again.

Please respond with details about press events, media receptions and shows within the show, such as Pepcom’s Sunday evening media reception. Also, please let me know if you will be attending and if you’d like to set a time to get together. I have set up a special email address just for CES: jcushmanCES@jc-a.com or you can always send a note to: jcushman@jc-a.com with CES in the subject line. Thank you. Judy.

Here are notes about Showstoppers and Pat Meier’s Lunch@Piero’s at CES.

ShowStoppers -- the press-only special events where reporters, editors, columnists and industry analysts discover the future of business, consumer, lifestyle and digital technologies, for work, for home, for play -- is sold out for CES 2007. 120+ companies will demo products to 1,200 press. Go to http://www.showstoppers.com for information or contact Dave Leon, 845-638-3527, dave@showstoppers.com.

Lunch@Piero’s started more than 20 years ago. Next week it will take place during two days, Monday and Tuesday January 8 and 9 from 11:30am to 2pm. Journalists will see tabletop demos from innovative companies. (The event is sold out.) “We personally check the credentials of each and every invitee to make sure they are current active media.” For additional details go to: http://www.lunchat.com/becomeasponsor.html and http://www.lunchat.com/welcome.html.

Other organizations or attendees that wish to list CES media/PR activities may do so on my blog. Please mention CES/blog in the subject line and indicate if the information is for attribution or to be posted without naming the source.

TOP

THE PACE OF HIRING, WHAT A DIFFERENCE TWO DAYS CAN MAKE

The job market has become competitive at all levels from senior positions where the compensation level tops $300,000 to below $100,000. In the past, jobs at the manager level or below, which are primarily tactical and project oriented, would be filled very quickly, since the management approval chain is short. The senior jobs that involve the CEO or his direct reports were expected to be filled over several months of thoughtful looking and layers of interviews. Those assumptions are out-dated.

Corporations that in the past have taken several weeks to decide upon offers at mid and upper mid levels (up to Director titles) are now extending offers immediately after a candidate comes in for a day of interviews.

I have seen senior level management hires happen within a matter of days. A candidate can be taken out of the running when s/he is not available within a week of a request for an interview. Or, if I contact a candidate and request a revised resume that is a more effective document for my client to review, any response of more than 24-hours is too slow.

What candidates may not be aware of is that a search is reaching the "decision-making" window and another candidate is being considered as the leading contender. If this new candidate doesn’t jump in immediately, the search team will not jeopardize losing the other finalist and hold up the process. (In the "old" days the goal was to have a slate of finalists; now finalists are being considered in sequential order.) In this competitive market that first finalist may be on the verge of receiving additional offers, so that the hiring organization cannot afford to wait. That will not always be obvious to the "second in line" candidate.

While I am not saying we are "commoditizing" VP positions, once a company is focused on hiring, they regard filling the job as the top priority, not waiting for the most ideal candidate. This is particularly obvious when we reach the fourth quarter. The first push is to have an offer made by Thanksgiving so that a candidate can be on board before the holiday season. Hiring managers may talk about more theoretical deadlines such as being on the job for a major conference or trade show, but the holiday season is a real-world “hard stop.” If a search is initiated in the fall, the goal of having the job filled and a candidate ready to start in January creates enormous pressure on the hiring organization.

Hiring is now moving at internet speed for better or worse. Understanding and behaving accordingly is simply a perquisite of the job search process.

TOP

THE OTHER SIDE OF THE SEARCH STORY WHEN JOBS TAKE A YEAR TO FILL AND... STRATEGIC INTERNAL COMMUNICATIONS JOBS ARE OPENING UP BUT CANDIDATES ARE LACKING  

While the pace of hiring and decision making has moved to a new level of speed when there is a candidate pool and the job is well-defined, there is another side to this story. I have heard of jobs that have been so troubling that it has taken companies a year to fill them. These are generally high level positions where there are strategic components to the position. Either the definition is unclear or the candidates, despite their on-paper credentials, lack the talent to perform at the needed levels. It can sometimes be both.

Due to a current major search for a high-level internal communications executive underway, I have discovered this is one of the most difficult functions to fill due to the lack of qualified candidates. I have been in conversations with hiring organization throughout the US who have struggled to find sufficiently strong candidates. And, there has been an upsurge in openings at the strategic level in this niche. For years, leaders at IABC (International Association of Business Communicators) have been advocating for positions at this level and now that there are openings at major corporations, there are too few strategic internal communications leaders to fill them.

Heads of Internal Communications for major corporations on the East Coast are routinely earning cash packages at and above $350k. In the Midwest and West Coast earning levels are somewhat lower, closer to $275k to $300k in base and cash incentives. That does not include stock. I expect compensation levels to rise as those few truly excellent performers move on and start a string of new hires during the first quarter of ’07 as they vacate high-level jobs.

TOP

THE GOLDEN RULES OF JOB HUNTING

In a tight market where good people are constantly overloaded and routinely working 50-60+ hours per week, it is understandable why behaving thoughtfully becomes difficult. But, treat someone badly, and you will not be forgotten for all the wrong reasons. The market will cycle and you will need all the allies you can muster at some point. The question is when, not if.

The golden rules apply to candidates, hiring organizations and search consultants who should treat each other with respect and thoughtfulness. So simple-yet this takes a commitment and understanding of how important it is.

1.) Search consultants should provide feedback and be accessible to candidates they have recruited, even if they are no longer candidates for a position. Focusing on just the few finalists that the client wishes to consider is only part of the job. Email notes can be three words, but not sending them will eventually hurt search consultants. Job seekers should confirm how the search consultant plans to provide feedback and how often.

2.) Job Seekers, Sources/Contacts, Professionals with wide networks should selectively decide which firms/individuals they will respond to. If they do not return a call or two from one organization, or if they ignore a reputable contact via email, this will not be forgotten when the hiring organization or search firm has a job to fill. Their viewpoint is, you were uncooperative so you might be difficult to work with or recruit. You are not a desirable candidate.

3.) Job Seekers should always be responsive to calls once they begin a job search. Take whatever steps are necessary to be accessible and expect evening and early morning conversations.

4.) Job Seekers should expect to return calls or emails within hours (not days) and inform recruiters or potential employers of their schedule particularly if they will be unable to return calls while they are traveling or in extended meetings.

5.) When a job seeker is under serious consideration for a position, s/he should provide detailed scheduling/contact information. The search consultant or hiring organization may need to ask you to jump through hoops so you connect with the leadership/hiring team. That may mean last minute adjustments or scheduling one day ahead. That can only work if you are “connected at the hip” with the recruiting/hiring team. They need to know when you are unavailable and when/how they can expect to reach you. If necessary, carry a personal cell phone to use only for job-search related calls.

6.) Job seekers should be candid with recruiters or hiring organizations and not wait to be asked about other jobs they are considering. Do not tell a recruiter that you have an offer and only 24-hours to make a decision-- and ask if they could hurry to make a decision. Give the recruiter or the organization sufficient notice so they can respond to your situation.

7.) Job Seekers should specify what information is confidential and what the recruiter or search representative may share. The recruiter should do the same and explain what information is for the benefit of the job seeker and should not be discussed.

Breaking the Rules, an example of a worse case-scenario

Here is an example of what a job-seeker should never do. I began a dialog with a candidate who expressed interest in the job I was filling. She said she was selectively looking and would find this position very appealing. In the course of a conversation she mentioned several other major companies that she was interviewing with but she assured me she would have plenty of time to explore this opportunity before those potential offers would develop.

Her travel schedule was very difficult so we could not arrange an interview for about two weeks. In the meantime she did not respond to emails or calls, despite my on-going efforts. As we approached the date for her interview (with no interim communication), I sent her a note the day before wishing her the best of luck with the CEO interview.

That evening after returning from a meeting, I checked email and found a note saying she was canceling her meeting the next morning. She was being courted by a major corporation and to her surprise was about to receive an appealing offer. I made it clear that this was not appropriate behavior and suggested she reconsider her decision. This all occurred late in the evening/very early the next morning.

She did not respond and did not appear for the interview. Of course, I alerted my client. I will not work with this candidate again.