Peter Kerridge, Director, Kerridge & Partners
“This is an excellent opportunity to be expanding your networks. Think about the people you haven’t spoken to for a while; remember the most useful people in your network are often those you meet two or three times a year, not those you meet every week. Aim to achieve at least one outcome from every networking meeting you have, whether it’s sharing knowledge or arranging to meet again to follow up on an idea. You could also consider joining a global professional group on a social networking site.

Observing that organizations during tough economic conditions become extremely internally focused. One means for senior executives to keep an external focus is to raise their profile externally, perhaps via speaking at a conference, or setting up a cross industry forum which arranges to meet regularly to share ideas for addressing challenges, and presenting your view in the media.

With the increased number of senior executives available in the market, it’s even more important to get smarter about presenting your details to executive search firms so that your details stand out. For example, people who come through a referral of someone already known to the firm are more likely to be successful in getting to meet with the search firm.”
www.kerridgesearch.com

Simon Childs, Managing Director, CDS Executive (Japan):
“How senior executives can be more proactive in making themselves visible to the executive search community:

Networking, including social networking, is critical to increasing your visibility. Social Networking Sites (SNS) are regularly visited by the research teams and consultants of leading executive search companies. It is vital to keep your network alive and updated and a positive, visible online presence is critical if you want to proactively manage and stimulate your career. Your information needs to be accurate, consistent and up to date or your credibility will suffer if search consultants cross reference.

Senior executives should seek out opportunities to present to industry groups, chambers of commerce and be proactive in contacting the media for opportunities to write and speak. Increasingly these days what we do in our private lives, whether that be our hobbies, sports or the support of charity events, reflect who we are and what we are passionate about and again the executive search community will take note especially where candidates are able to stand out and differentiate themselves from the pack.

Search firms like to be updated but not hounded by their candidates so make your contacts with them count, remind them of what you want and of any significant changes in your employment status and where you can, refer business their way.”
www.cds-executive.com

The Bridgespan Group:
“Seeking a senior nonprofit position during trying economic times makes it critical that executives highlight particular strengths that are helpful in facing uncertainty. Managing through influence, being able to work with a variety of disparate stakeholders, managing with minimal resources, and the ability to work in a consensus-driven environment are highly important to a nonprofit in a trying economic environment, said Karen DeMay, Senior Director of executive search for the Bridgespan Group.

In addition, according to DeMay, getting “back to basics” and clearly illustrating strengths and achievements through metrics can help raise an executive’s profile in the candidate pool. “If you oversaw a cost-cutting program, give details on what you did and how much it saved the organization,” she said. Underscore experience in reducing costs or tightening an organization, as well as experience in adapting and leading in a changing and/or uncertain environment–both can demonstrate nimbleness and risk tolerance. “[Show that you’re] someone who is accustomed to working in an ambiguous situation and even embraces ambiguity and challenge,” DeMay added.

Lastly, executives should not be shy about sharing any nonprofit board experience. Executive directors and chief executive officers are thinking about cash flow and revenue projections, DeMay said, and demonstrating any experience in fundraising and/or cash management can catch the attention of nonprofits leaders crunched for time and thinking about their organizations’ futures.”
www.bridgespan.org

Juerg-Herbert Baertschi, Vice President Operations, Europe, Middle East & Africa, Korn/Ferry International:
“The current job market is undeniably challenging but in the executive ranks, lengthy job searches are not confined to poor economies. It takes time to find the right candidate for each position. The silver lining is that this presents executives with an opportunity to truly assess their career goals and prospects. In the same way that businesses are expected to make decisions based on values, long-term vision and sustainability, executives should take time to consider the quality of their career moves. We counsel our candidates to be patient in the search process and to consider factors such as cultural fit, intellectual challenge and work-life balance over dollars and cents. Whether you are employed or not, this is an excellent time to assess your current status, your options and your true-to-heart goals.”
www.kornferry.com

Dominic Ubamadu, Desir Group Executive Search:
“As the economic slowdown continues, we will all feel the effects in different ways. For those saddled with unemployment, it is not the end of the world. But for some, it becomes harder as time passes to take another step, review that same job boards - again, check in with some of the same contacts – again, etc. Weeks may drag on to months and still no luck. Some may even get the occasional interview only to finish second or third – again. However, the true mark of a winner is the one who gets knocked down but gets up swinging, poised for the next opportunity. When we see such an individual, it is refreshing and you find yourself wanting to do all that you can to get them to the next step in the search process.

However, the opposite can also be true, when a great candidate, who has been beaten up by too many, seemingly, fruitless phone screens, interviews and travels makes a bad showing; they hurt themselves as well as those trying to help them. Hiring executives are expending resources in hours and dollars because they are likely looking for that new dynamic, energetic, enthusiastic addition to their team. We suggest giving them your cheerful best from the time you step out of your home, till you return – as you may never know who you will run into on the plane, in the taxi, car service or at the reception desk when you have your despondent face on…leave it at home. During the interview, even if you learn that this position is a bit below your last position or might not the best financially /politically, finish on a high note. Acknowledge the job offer, evaluate it, counter - if warranted, and then turn it down if a compromise can’t be reached. We think this is a much better scenario versus falling flat at every stop along the way, disappointing your hosts – to the point that they wonder how you made the cut, and your search consultants - to the point that they may not want to present you for another position. Remember your performance is being evaluated: high energy enthusiasm or anemic, sub-par – “just going through the motions.” Both have multiple, side effect, and we recommend the one most likely to lead to an offer sooner than later.”

Alan Kaplan, President & CEO, Kaplan & Associates, Inc:
Senior executives are under more pressure today than ever before. In addition to the challenging climate, there are downward pressures on compensation, capital constraints, layoffs and revenue shortfalls. As a result, this is a time when careers are made or destroyed!

How you handle yourself in this environment can make all the difference for your career!
- Be a calming influence, not an alarmist
- Be candid all the time
- Challenge and stretch your people and yourself…opportunities abound
- Be a team player; not a time to toot your horn
- Be very thoughtful about potential job changes before moving; do not make a move out of desperation, or appear desperate for a position (even if you are). This never enhances your chances.

On a personal level, learn to more pro-actively manage your career by:
- Becoming a More Valuable Asset to your Organization:
- Create a Personal Development Plan
- Develop stronger and more varied technical skills
- More training in “soft” skills
- Seek out a Mentor or Personal Advisory Board

Build Your Relationships & Networks
- High Visibility with clients and key prospects
- Join a key industry group, non-profit board, or both!
- Develop stronger ties with outside business leaders
- Develop broader connections within your institution

Collectively, these actions should enhance your prospects for a continued role within your company, and better position you for the next opportunity that arises.

The Chinese symbol for Crisis ends with a character that begins the symbol for Opportunity.”
www.kasearch.com

Kevin Day, Principal, Day & Associates:
“The 7 Musts for Landing a Senior Executive Position in a Downturn:

1. Look outside the box. If you’re in a “down” industry, look to greener pastures in other industries that require skill sets similar to the one in which you are an expert. Look at ailing, if not failing companies. In 2008, there were 64,000 bankruptcies in the U.S. Many of these companies are having hard time retaining and recruiting top talent. They may be a target-rich opportunity source in a downturn.

2. Keep your options open. One way to do so: Develop 2 very different resumes, one which features your technical and industry—your “content”– expertise, the other your process skills—your ability as a strategic thinker, problem solver, leader, high-performance team builder, etc. This should open up a wider array of options.

3. Position yourself as the “Results Brand.” During downturns, the focus is on visible, measurable results. Spend less time on the “What” and “How” and more on the “How Much” you’ve achieved. Wherever possible monetize your accomplishments.

4. Pay attention to language. In a downturn resumes pile up on the desks of executive search firms by the hundreds. Use “hurray words”—those than commend eye-ball attention, especially during tough times. For example: “problem solver;” “turnaround specialist;” “cost-management focused;” “revenue producer;” “works well under pressure:” and “creative opportunity generator.”

5. Network like never before. Cast the net far and wide. Go through your data base. Who have you “touched”—and how can they be enrolled in helping you “land?” Go beyond your current contacts to make new contacts. For example, there are a number of high-level networking groups; attend industry meeting; attend meetings on senior management topics sponsored by key management associations.

6. Read the business press. There is always turmoil in the executive ranks. Even during boom times. Another executive’s resignation may by your next opportunity. Also look for trends and opportunities to update your resume accordingly.

7. Keep to a search routine. Searching for a position, especially a senior executive one, during a downturn can by touch and discouraging. Avoidance behavior can become a deadly addiction. Keep to routine—and stick to it. Each day, devote a bloc of hours to your search. Set daily mini goals for yourself—the number of resumes you will send out, the follow-up calls you will make, the networking meeting you will attend, the research you will do, etc.”
www.DayAssociates.net

Categories: Executive Career Management, Networking, Retained Executive Search
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