At any level role and in a market that is already incredibly competitive amongst talent, it is never the right time or reason to rapidly change from job to job or role to role.  As someone who has personally represented CSuite executives over the last ten years, I have seen firsthand what inhibits succession to the executive’s next role.  The number one objection by hiring executives is whether the candidate is currently in their role or in transitions (aka – out of a job).  No question, job longevity is critical.

How Long is Long Enough

Many professionals and hiring executives believe that it takes 18 months for an individual to be effective or consciously competent in their role.  In more complex roles it can take at least that, if not two years, to demonstrate a true impact on results and outcomes.  In my opinion, you must stay in your role for approximately three years before moving on to the next.  Close to 50% of hiring executives believe that you should stay in your current role for at least five years before looking for your next role. Regardless, the sudden job movement begs question about your ability to “stick with it” and really drive true, measurable results. Other concerns that can arise include loyalty, cluttered credentials, spotty employment record and lack of professionalism.

What If You Can’t Take Another Day

I know many of us have accepted positions for a variety of reasons.  Sometimes we will find serious concerns about an organization that were not apparent during the interview process, but are clear as day now that you are in your new role. The bottom line is that you must stick with, not quit and hang in there until you find your next role.  Hiring executives, recruiters and other influencers in the hiring process will not take the time to hear your story beyond the brief dates that sit on your resume.  Why? … because they don’t have to.  The other candidate will still be in their role, thereby less questions about their longevity and less for the hiring executive to try to understand.  You must persevere, get a solid plan together and execute on finding your next role while you are in your role.  It is not easy to do while in a full-time job, but it is necessary.

What If Is Out of Your Control?

There are a variety of circumstances and events that are out of your control and will unfortunately put you in transition such as an acquisition, merger, sale, consolidation, right-sizing to mention a few. The key is to survive this very stressful time is to take control and start on your search as soon as you suspect something and have been abruptly told of a change. It is not the time to sit back, lighten the load or take a break.  Time is of the essence.  The less of a gap in time between your transition, the less questions or suspicions you will raise.

There Are Positives

Most hiring executives or recruiters who are in tune with the economy and globalization do realize that extremely long job tenure is more so a rarity. It is important to note that job hopping is not always by choice.  In fact, close to 55% of employers have hired a job hopper.  There are benefits of changing roles, such as gaining more or different experience, exposure to other businesses, the opportunity to build and evolve a more powerful network.  More than often, it is a network and not a resume that gets you the next role.  Other benefits include the opportunity to more rapidly raise your title and even your compensation. Most of us who are ambitious about their careers desire that perfect role.  The orchestration of timing is the key to the right fit and great career longevity.

You see, as the daughter of an Army officer, I personally witnessed my own father’s transition from a decorated military career to the commercial sector.  The process of understanding and navigating executive recruitment was daunting for him and his peers.  I hope, through my involvement with MOAA, that I give back in some way to their service.

I can’t help to wonder why individuals still want to know best practices for working with executive recruiters.  No matter how many times we try to figure it out, the bottom line is simple – they do not work for you.  Therefore, with all the insights and best practices shared be me or other thought leaders the issue does not change – they will not return your call unless they need you at the very moment they have the perfect fit that just happens, in some miraculous way, to fit your background.  They work for the company that is paying them – not you.  So, they do not have to return your call.

Before you begin your post-retirement job search, take time to self-assess or seek professional assessment services. This process will define your value proposition, strategy, and target market for the private sector. Without this exercise, you might lack clarity, value, and a strategy, which impedes a successful career transition from military service to the private sector. MOAA offers an experienced team of career-management consultants to help with this first step.

Solving The Mystery of Corporate Recruiting Models

Transitioning military officers often need help navigating the executive job-search industry. Most important, 95 percent of the search industry does not work on your behalf; they are compensated by the company, not you. Operating with any other mindset is a mistake. Executive recruiters will only invest their time in you when they have an immediate, open search to fill. There are three main recruiting models:

Retained. There are hundreds of retained search firms, ranging from large global firms to midsize and boutique. They operate as professional-services firms and typically are organized by industry and/ or function. Their fee is compensated completely by the company. Most search professionals handle six to 10 searches at one time, with a completion target of 90 to 120 days. Their fees are not based on success.

Contingent. These firms fill openings at lower- and mid-levels of the private sector and normally do not have exclusive listings. Their fee also is compensated by the company — but only if they place the successful candidate.

Hybrid. There is an array of new, disruptive models, which range from coaching services to those professing to handle the search on the executive’s behalf and those who represent the executive as their agent, similar to how sports agents represent an athlete. With these models, the recruiter typically is compensated by the candidate and a successful placement normally is not guaranteed.

There are important strategies and cautions when working with corporate recruiting models. Most important, it should not be your only strategy. It should be one prong of many in your search. With retained firms, identify those in your area of expertise and the partner(s) and associate(s) in that area. Through their website or LinkedIn profile, find their email address and send an introductory email stating your interest and value proposition, attach your résumé, and request a courtesy interview. After a few days, place a call requesting a meeting. If you don’t receive a response, then move on. Remember, they do not work for you. If a firm contacts you, then promptly respond. If you are a fit, you might become part of their search process — but only for that active search. Visit the Association of Executive Search and Leadership Consultants website, www.aesc.org, regarding the “client bill of rights,” which outlines expectations of service during a search for client companies and job candidates.

Targeting Techniques

There are three market segments: companies, investors, and recruiters. Identify companies where you have an interest and where you deliver a value proposition. Locate contact details of the hiring executive for each company through the company website, LinkedIn, or your network; use these tools to find open positions, apply for them, and follow up with an email to the hiring executive, followed by a phone call. Use your network to help open doors. Ensure your email subject line references the targeted open position.

Investors also might be an important part of your search. Focus on mid-market, private-equity, and growth-equity firms and their portfolio companies. Replicating the process for companies, contact the partner investing in your area of expertise and follow the same research and outreach process.

Leveraging all of these prongs in an efficient, focused, and diligent manner will lead to success. Be patient, move on when it is not the right fit, and maintain self-confidence. And remember: If you do not ask, you do not get.

My answer is simple – there is no impact. Given over twenty years in the field of executive recruiting and the nearly thirteen years of serving as an agent to C-Suite executives and managing their careers, I am very confident in my statement. There is no impact. Back on April 13^th, I reposted a blog post I had written during the height of the pandemic – “Keeping the Faith in Your Search”.  The issues may be vastly different, but the principles of driving your search remain unchanged.

The History

Perhaps with years of practice I am fortunate to have gained a bit of wisdom or perhaps exposure  to how the economy impacts executive leadership opportunities..  I had the great fortune of entering into executive search with one of the big four firms at the height of the .com boom.  It was exciting, energizing and exhausting. We had more search work than we new what do with. Newly minted executive recruiters were thrown into the deep end of the pool – literally sink or swim. There were more opportunities than qualified candidates. It was exhilarating. Then, 9/11 happened and the world came to a halt.  Suddenly there was no work, layoffs across search firms were endless and everyone was trying to survive. But, just a couple of years later, we came out of it.  It was different but we were back on track.

Then, there was 2008.  The subprime mortgage crisis was a multinational financial crisis that occurred between 2007 and 2010 that contributed to the 2007 to 2008 global financial crisis.  It was painful at first, but again we came out of it. It was different but we were back on track.

The Justification

And now, here we are again with incredible inflation and the threat of a recession.  People are starting to feel the pain that comes with global unrest and high inflation.   There is no impact on the number or quality of C-Suite opportunities. Whether 2001, 2008 or 2022 – highly qualified and skilled C-Suite executives and corporate board members are needed in many organizations.  That has not changed and in my opinion, never will.

When we see jobs reports they are not indicative of the C-Suite opportunities. Yes, we see technology companies cutting jobs – but that is not at the C-Suite level.  So, again there should be no concern about the impact to the volume of C-Suite opportunities.

Stay the Course

Keep the faith in your search, stick with it and keep moving forward. I suggest taking another look at the posting from December 27, 2022 – there are links that are very helpful tools regarding driving your search, network and interviewing.  If nothing else, just remember how competitive it is out there.  There is no under estimating that.

Through twenty years of experience in the world of executive search or as an executive agent, I have witnessed the dot.com bust, the horrid of 9/11, the 2008 financial crisis, and the trials and tribulations of boot strapping and launching a firm that has evangelized and proven a better way to recruit executive talent. Through those times I had to resist the temptation to be afraid and to only look at the present state of things. I could either let it destroy me or I could forge ahead. I chose the later – faith that could tear up and move mountains. I encourage you to choose the later and press on with your search.

There are Positives  

If you have a unique skillset or expertise that plays to times of crisis, now is the time to reassess where your unique value is and elevate your profile to a market in crisis.  This applies to the C-Suite leader and the independent board director.

Now is the time to dig deeper and determine if your expertise lies in areas such as crisis management, risk mitigation, culture impact & transformation, corporate transformation, workforce strategy, remote workforce strategy,  leading organizations through other recessions, cybersecurity, emergency response, corporate turnarounds, financial crisis management, Millennial and Gen Z engagement, digital transformation, disruptive events, aligning strategy and culture, or innovating through times of crisis.

I think you get the idea.

What You Can & Cannot Control

We can’t control what this virus chooses to do, where it goes, who it impacts or the direction it takes. However, we can control how we chose to personally handle it. Reflect and recall the variety of other circumstances and events that were out of your control and that put you in transition such as an acquisition, merger, sale, consolidation, right-sizing to mention a few. You came through those then and you will come through this now.

The key is to survive this very stressful time is to take control and start on your search. If you have held back on starting, do not waste any more time – get started! Now is a terrific time to reach out to your network. Perhaps there are relationships in your network that you have not given much attention to. I am finding during this time, with so many of us working remotely, people have more time available and are itching to speak with someone outside of their own four walls.  You may be surprised with what you will find!

Tools to Ensure Success

Now that you have picked yourself up and brushed yourself off, there are a number of tools through Summit’s blog that are there to help you –

• How to Build Your Network
• Effective Networking for Introverts
• Interview Preparation –
  • Research
  • How To Be Proactive
  • Practice & Rehearse
  • How To Interview
• How to Negotiate an Offer

Remember, more than often, it is a network and not a resume that gets you the next role. Have a plan, work your plan and make a full-time job out of finding your next role or corporate board seat.

So, do your part, stay home, and work on your search. Time is of the essence – whether with this crisis or your search. So, don’t furl your sail, get out there into the open sea, go and tear up and move mountains!

Range of Questions

The myriad of questions can range from the very obvious to the incredibly surprising, disconcerting and even down right illegal. No matter the question, you have to be ready for how to appropriately address it and turn it to your greatest advantage.  The following array of questions provide an idea of various and possible “gotcha” questions.

Previously, I discussed preparing your comments aligned to your strengths, accomplishments and successes. Do not underestimate the questions you could be asked regarding your weaknesses, flaws or failures. You may also be asked what makes you unique, or as I like to say – your value proposition. Other questions can include things that are plan related, such as your approach to a “90 or 100 day plan” or how quickly you think you can come up to speed. They make ask future-related questions such as where you see yourself in five or ten years.
You will likely be tested on your knowledge of the company, why you want to work for them, why you left your last position, or what you thought of your last boss. There are more personal, but not illegal, questions that can come your way, such as what is most important to you at work, describing your personality to include describing yourself in terms of an animal, or the “if money didn’t matter” question – if you could do anything, what would it be.

On the other side of the equation, you should be prepared to ask questions such as their opinion on where they see the industry headed in the next three to five years, or where the organization’s priorities lie and what the critical factors of success are for the company. In addition, you could ask how they define success for the given role over a period of time, such as thirty, sixty or ninety days or at the end of a year.
Other questions can include things about their culture, leadership style, or the mission or vision of the organization. Again, there are a host of questions you should be prepared to ask.

The Salary Question

The compensation question seems to be the one question that just about gets everybody.   I can assure you it happens to people with all levels of experience and self-confidence. How you answer this question can be the biggest success or greatest mistake you can make in an interview. My recommendation is to not bring it up in the first interview. In fact, most candidates who discuss compensation too early in the interview process have already started to negotiate against themselves.

If asked about compensation, try to turn it around to ask more questions about the position. State that you are sure they would like to know more about you before discussing compensation. Alternatively, you could try to get them to tell you a salary range for the position. If all else fails, answer the question using ranges and not specifics. Talk about the range in terms of what the “market” demands. If you are interviewing for other positions, you could say that the other positions you are interviewing for are in range of ___. Remember – do not negotiate against yourself!

Chemistry & Non-Verbal

This is quite simple and straight forward – people hire people they like, people hire people who are similar to themselves, and people hire people who are like others in the organization. It’s all about chemistry and fit. Unfortunately, when you ask for honest feedback, whether from the company or the executive search firm, nine times out of then, they will not tell you. Why? Because they don’t have to!
There are also non-verbal queues to consider, such as your first impression. How you dress, a firm hand shake, energy level, self-assurance and your posture will all make a difference. You can’t leave anything to chance.   The attire situation has become more complicated given casual work environments. Through your research or simply asking the person arranging the interview, you should be able to glean what attire is most appropriate. Many executives wonder how to handle interviews which take place over a meal. My bottom-line – it is about the interview and not the food.

Off-Limits Questions

There are several types of questions than can be considered illegal or inappropriate. You should not be asked about your age, ethnicity, family heritage, religious preference, marital status, if you have children, your family situation or future plans or your sexual preference. There are several ways you can handle these types of questions – refuse to answer, ask why they would ask that given question, ask why it is important for them to know, or you could skirt the question. Most importantly, in today’s business environment it should be well know that these types of questions should not be asked. If they are, it may tell you something about the company’s culture!

Thank You

Whether you are interested as a result of an interview or not, it is appropriate and frankly polite to follow-up with a thank you letter. This will set you apart from most other candidates, because most forget to do so or simply do not think it is important. The thank you note gives you the opportunity to keep your candidacy front and center, to reiterate your strengths, value and interest. It also establishes the reason for the next step or follow-up. Your method can be email, formal letter or a handwritten note. It really depends on the culture you observe. Lastly, the letter is short and to the point – open with a thank you, reference your skills, interest or fit, and close with reference to next steps.