Author Archives: Dorothy Dalton

“I think therefore I exist?” Wrong…think again!

Personal Branding and the 50-somethings!

Every week I get messages from executives of a certain age , partly because of my post “ Job search strategies for the 50 something’s “  A typical one would be “I  m working really hard, I have contacted 4 head hunters, sent off 25 CVs, been called for 8 interviews and short listed for 2 – but no luck.  Will I end up stacking shelves in Tescos / Walmart / Carrefour in January?  What do I have to do? P.S  Send food parcels

The answers are in no particular order:  1) possibly  2) postal address required  3) something different .

Visible message

The main point I took from this is despite being as pro – active as they can, these execs are still  not being contacted by head hunters as passive candidates. So I check out their LinkedIn profiles , Twitter presence and Google them and can immediately tell if they have what the new buzz word calls a Personal Brand. This seems to trip off my tongue lightly. Don’t be fooled! Truthfully it is a phrase that I have only become familiar with over the past year because I had to confront it both personally and professionally. It is new speak for your clearly defined, highly  visible, core message.

You too..

I had always thought that personal branding was something associated with celebs (major and minor) being photographed getting out of cabs (with or without underwear)  after launching over  priced costume jewellery ranges or marketing dodgy smelling perfume. So definitely NOT my thing! The news I received a year ago that I needed to work on an under performing  SEO,  conjured up notions of  an inactive muscle group, requiring painful sessions with a trainer. Or worse still,  as financial markets lay in tatters a meeting with my bank manager .

So not only did I have to adapt my coaching programme to deal with changes in the job search market, I also had to practise what I preached and get myself out of my comfort zone.  If anyone had told me that by the end of 2009 I would have been posting weekly blogs, writing comments and tweeting  like a trooper,  with my face splashed over the internet I would have been highly incredulous. But here I am! So, I can truthfully say that I have walked the talk. I have also found it challenging, frustrating, fulfilling, mind-opening. I have made amazing global connections and come across some individuals who are simply different in their expectations. Some I have let go, some I have embraced. So a formative learning curve.

Google ranking

A  year ago on Karen Purves’ advice somewhat embarrassed, I furtively Googled myself. I always felt this was faintly narcissistic, an activity reserved for aforementioned ego fragile  starlets. I gave up after about 10 pages. Even I was bored!  And I am me … or at least I thought I was. Not only was I not unique,  (there are numerous Dorothy Daltons)  I did not stand out from the crowd at all.  Worse still I was totally  invisible. Whatever happened to ” I think therefore I exist”?

So after masses of research and consulting experts including Karen,  it was obvious that there were two alternatives : a crisis or a plan. I opted for the latter, knowing from experience that no matter how attractive drama can appear in the short-term, crises are a lot of work. Eventually there  has to be a plan. It was partly laziness. Age does have some advantages  – if there’s a short cut we look for it!

Do you need help with your personal brand? Check out the individual coaching programmes 

Get  a new habit

So to paraphrase Paul Getty, if business success is the force of habit, we 50 somethings indeed have some deeply engrained ones. Some are undoubtedly good, some may need tweaking,  a few just totally nuking.  But we also need new ones. One of those is to let go our cautiousness regarding  on-line visibility and make that activity part of our daily routine. If your name is not appearing  in any searches ( metrics – conveniently shown on your LinkedIn home page  – mid right ) or getting those  discreet under the radar calls from executive search companies, this means that you too are probably regrettably invisible. Gen Y are used to having every living moment displayed on Facebook. Us Boomers are generally a more private generation. But we need to get over that. As Karen said  Google yourself!

This personal journey I feel  has actually helped me have some credibility as a coach.  It is genuinely –  me too! If I can do it –  anyone can.

What do you need to do?

  •  Decide on  your “brand” focus. This involves basic discovery work and goal setting. What are your USPs and success stories.  This is just another way of asking what is your core message? What do you offer?
  • Reserve your name if you can as a url on a number platforms: LinkedIn,  Facebook and Twitter, Skype,  plus the .com domain. If you name isn’t available make it something as close as possible. Use that consistently on all platforms.
  • Use the same photo on all media
  • Make sure your email address and urls coincide. Lose hottotrot 1985@hotmail.com That stopped being cool circa 1987.
  • Set up a full LinkedIn profile (Viadeo,  Xing, Naymz or any other … or all of them) Pro-actively increase your network and raise your visibility
  • Open a Twitter account with personalised home page and start to engage.
  • Set up a blog – with a feed to your LinkedIn profile establish yourself as  a sector guru and expert.
  • Participate in discussions, answer questions, post comments on other people blogs
  • Create your own web site.

I am a work in progress –  as indeed we all are. Karen  has very kindly offered to give me an end of year performance appraisal!

Watch this space…

career need a health check

Does your career need a health check?

We see our doctor’s regularly but when was the last time you were asked does your career need a health check?

Fortunately, despite the events of the past couple of years, career coaching isn’t just about  crisis, redundancies and panic job search. Transition coaching can happily be more routine and measured:

  • brainstorming for the next stage
  • setting some goals
  • making a plan.

So with any executive working on this career management phase, we always start with a gentle chat about themselves and what they’re looking for. Essentially and almost imperceptibly, what we’re doing  is a  career health check.

Self- insight

This process establishes where they’ve been, what’s going on right now and where they’re headed. What I call the “know thyself spectrum”. Then I  ask them to draft a short  mission statement. Not a  big deal you would have thought for rising captains of business and industry.

But many are astonishingly resistant and some in fact even struggle. They don’t see this as necessary to the process. They have a great  job already and don’t need to produce what they perceive be part of a new CV. They’re completely fine. Just need a bit of fine tuning.

Still I insist!

Avoidance strategies

The range of excuses I hear to get out of this  exercise warrant an “A” for creativity. Kids –   listen and learn from the best! These range from  global, professional and personal crises  to excuses of the dog ate my homework variety.

Pitiful.

It’s about basics

Trust me – there is nothing I haven’t heard before!  There is seemingly a whole breed of executives  who don’t  have the following words in their vocabulary: beer mat, pen, 15 minutes, plane, airport lounge, taxi – plus some other obvious ones. This  type of inventive procrastination comes even from people who on the surface of things are leaders in their sector, perhaps in the top percentile of their professional and academic fields, or have achieved significant business successes and are outwardly brimming with confidence.

But despite this, there is  something holding them back  from putting a name to these significant achievements and the skills they needed to call on to facilitate such great results.

There is a reason why we all need to do career health checks on a regular basis.

Benefits

Personal insight, knowing your strengths, weaknesses and achievements and being able to articulate those to yourself, is important for managers to excel in their current  roles.  It is not just those executives  who find themselves unexpectedly on the job market.  A high percentage of executives I coach, who have been “let go” admit to being unhappy in their jobs before the redundancy was made. They also  suspect that their bosses were possibly aware of it.  Harsh though it may seem, companies generally find a way to retain high performing, motivated managers, no matter what sort of crisis  they’re in.

So why is it important to understand and articulate these skills and achievements, to know well how we have dealt with any challenges in the past and be relaxed about any future ones?

It gives us all a sense of control.

Control

Feeling in control, having that unshakeable self-belief that we have the resources to successfully deal with anything that comes our way, generates self-confidence. Self-confidence is that indefinable, intangible quality that effective managers possess in spades. It’s not a flashy showman leading from the top, or an over bearing arrogance that won’t listen or consult.

It is something else all together.

Confidence

Confident managers know what they’re doing  and their teams can see that. This is highly motivating and leads to better results. Because confident managers have recognised their own successes and achievements, they have no problem endorsing the success of their peers or reports. They instinctively set in place recognition systems to foster and support self-belief in those around them. This inspires greater team effort and even greater success.  People gravitate towards them. Success breeds success.

Confident managers are great mentors and don’t feel threatened by new talent. They generously encourage and develop.

Strengths and weaknesses

Because they know what they do well and  how they do it, they also understand where and when  they don’t do so well.  Confident managers  are happy to  consult and  are comfortable looking for opinions, advice and support. They are open to unsolicited input. Astonishingly,  true confidence can even admit lack of confidence and say “I really have no clue what I’m doing, but I’m going to find out.”  And they do. They process criticism positively.

Pro-active

Truly confident managers know that it’s important to get it done, rather than get it right and will motivate and support calculated risk taking.  They rise to new challenges.  They get out of the way. They give themselves and their teams permission to fail, but still keep a watchful eye on the score card. They support, not blame, during the failing process and takes steps to manage any  fallout, if that’s what needs doing. They see mistakes as part of a learning process. They take steps to avoid repeated bad habits.

Goals

Confident managers are  positive thinkers, solution driven and not problem focused. The first thing they want to know  “How can we get that done?”  not what the barriers are. Confident managers have goals and if they are off-target they realise that they have to change … so  they sit down, re-assess and make new goals.

Sometimes on beer mats in airport lounges. They don’t need a perfect time, environment or location.

They just get it done.

If you need a career a health check get in touch NOW

The strength of a weak network

In the past year I have attended more conferences, courses (on and off-line) seminars and webinars than possibly in the whole of my previous career. I have read articles , periodicals, blogs, newspapers, e- zines, magazines and worthy tomes. I wouldn’t consider myself to be especially perceptive generally, but I could see a year ago as markets crashed and millions of people were impacted by events outside their control,  that for my profession, adapting to change would be key to prepare for any upturn.

So there was a strong need to get up to speed.  I identified pretty early on and somewhat unusually quickly for me,  the strength of what is now called a “weak network”.

The strength of a weak network

In my role as a coach and an executive search professional I constantly come across individuals erecting barriers to embracing change in the way business is now being done across many sectors, but especially in recruitment and search on both sides of the process. People who are active in these new media tend to endorse each other’s efforts and so are essentially preaching to the choir. But in the general congregation I have noticed undoubted resistance and scepticism.

Impact of social media

Last week I attended the AESC European Conference (Association of Executive Search Consultants) where a number of speakers eloquently shared their thoughts and studies of different economic changes and the impact these would have on talent management and executive search in Europe. @GeorgKolb  of Pleon, Deutschland, gave a great and dynamic presentation on the impact of social media on the sector and  there was some talk that executive search could be reduced to a job matching process by these new developments.

Wide networks

Many executive search consultants still rely on their Rolodex contacts to facilitate introductions to potential candidates. But at the same time global internet sourcers, who could be based in India, Eastern Europe or anywhere else in the world, are equally active using Boolean Strings to remotely identify passive and active candidates they have never even heard of,  from information that is in the public domain via the internet. These might be professional networks, or any other source.

Many of us are not aware that  we all constantly leave our footprint in cyber space and are visible and traceable, whether we or not we want to be,  or even like the idea. The profession is in the throes of a major refocus when as a recruiter I am  possibly more likely to identify a candidate from social media or on-line network than my immediate physical one. My LinkedIn network, modest by some standards, has a global reach of over 18 million people. Most of them could care less about me until maybe one day, they appear in a search and I approach them for what might be their dream job.

The chances of me reaching that number of people through traditional networks are I’d say…. zero.

Cyber Sleuths

There is now a new breed of recruiter called a Cyber Sleuth! Such is the power of having a wide “weak ” network Shally Steckerl  of Arbita  has been arbitrarily stopped by LinkedIn from extending his network any further now it has reached 30000 LinkedIn users.  One client Nils Oudejans has voluntarily limited himself at 26000 connections before any restrictions are imposed on him.

Another strength of a weak network is that it is democratic. You don’t need to be in the right club or church, have attended a certain school or worked in  a specific company to get connected. Generally if someone has a strong and professional on-line presence,  adds value  and  communicates  in an appropriate way, they are accepted. There are no barriers to entry based on academic qualifications, age, gender, race or sexual orientation. There are no exorbitant subscription or membership fees.   Porn and affiliate marketing spammers are treated the same as they would be in any network – excluded!  People who don’t engage get left out. Same as in  a physical network.

Need help building your strategic network? Check out the individual coaching programmes 

Personal Branding

On the transition side I coach clients specifically in raising their on-line visibility, now called Personal Branding. Many are conservative and concerned because they don’t know  ” these people” who contact them via social media platforms and who invite them to “be- friend” “follow” or “connect.“   It’s sometimes an uphill struggle to explain that it doesn’t matter if they haven’t been physically introduced and no one cares about that any more,  and it’s about the added value of the contact, however remote.

Do any of us know absolutely everyone in our alumni associations or golf clubs? No, of course not. This is no different. On-line connections can actually be just as meaningful and sometimes more so, than physical ones. It’s about being visible, not just to them directly, but to their networks and being seen to offer quality.

Wide networks can be narrower than you think!

I can only speak from experience. I have more daily contact with some members of  my virtual network than even my family, who  I suspect might not understand what I do! This isn’t even a generational issue. My own Gen Y son,  is completely resistant to the idea that recruiters access Facebook to search for entry-level candidates and will not use it for professional purposes. His new LinkedIn photo bore a striking resemblance at one time to what I can only describe as a tree. Happily this has now been changed.

I have baby boomer executive search colleagues with limited on-line presence who balk at the idea of filling out their profiles and others who resist using keywords in all their presentations,  despite all the evidence that this is what they need to do.

When I met @MarionChapsal whom I connected with via Twitter, my brother @MD60 was issuing ominous warnings about  potential axe murderers lurking in cyber space.  As 1 in 6 marriages today in the US  begin with  an on-line connection, the way adults initially interact  before physically meeting  for the first is time  is constantly changing.  Not that I wanted to marry Marion by the way, beautiful though she is – it was just an illustration of changes going on! As we saw in the backlash against  Jan Moir,  after her  ill advised article about the death of Stephen Gately, Twitter has the potential to be more powerfully viral than swine flu.

Best combination for best talent

I am in no way dismissing traditional executive search and recruitment strategies for identifying the best talent. They are invaluable skills. At some point telephones have to be picked up and face-to- face interviews arranged, so for me on -line job matching is not the best option for finding high calibre candidates.  Just as job seekers  have to leave the security of their computers and exhibit strong inter personal skills.

But the combination of the old methodologies combined with the new cyber sleuthing skills, make a formidable combination for identifying the best global talent.

Cave in… or leave the cave?

I’ve  had  lots of comments on my series of posts on women: salary negotiation and the gender divide ( Let’s go girls… Negotiate!  and  Don’t be Afraid of “No” ). Thank you!

One topic still to be covered is the issue of us ladies stepping up to the negotiating table in our current organisations. At one time they did this as much as six times less than our male counterparts with a loss to net life income of up to half a million dollars. Today they step at the same rate but are less successful.

So, let’s look at what can be done about that.  Just to be clear, this is only about women taking control of their own situations and dealing with passivity, rather than covering flagrant cases of outright discrimination (bullying?) where there are separate procedures both internal and legal to take care of those sort of issues.

Women quite often are expected to legitimise their requests for pay rises and with all the current focus on the gender pay gap it might be easier today than it was when this post was first written. But it may not be so come with your game face and your plan of action.

Easier than you think!

It’s complex, but not harder, or impossible, or any of other those self sabotaging words to initiate salary negotiate at this point. The process just needs a minimally different type of preparation and understanding.  And can be learned which is very important. So it’s all good.

“Women tend to be long on empathy and process orientated.

So where to start?

This has been going on for a while, right? Feeling discontented and “put on”, so another few months won’t make any difference, seeing these guys making more money than you? But  you’re in a marathon, not a sprint, so intensive training is required to undo lots of bad habits and perceptions (theirs and yours)  to position yourself for the finishing line.

Laying the foundations: Now is the time to be strategic, active not re-active.

Reality check: The suggestions that I am going to make are based on the premise that you are at least a competent performer! If you have any chinks in your armour – absenteeism, missed deadlines, any performance warnings – deal with those first.

Also make sure that your understanding of your situation is based on fact. Perception can be misleading. You may have been in the job longer, but if Joe and Pete in the next offices earn more than you, if they have an MBA and a PhD in Rocket Science, speak 3 languages or are more measurably productive in some other way, then your case isn’t necessarily clear-cut.  Sitting at your desk whingeing about your workload, miserable conditions and generally playing the victim will not help.

Squeaky wheels sometimes get changed instead of oiled.

So back to basics

Know yourself.  Decide on your life and professional goals. Where are your strengths and skills and where do you ultimately want to go with them? Understand your transferable skills and your longer term vision.

Know your metrics (e.g turnover, transactions per day, customer satisfaction ratings, etc.) You are the product, so manage your business! What have you achieved and contributed or could possibly contribute further in the future? This is something that women tend to struggle with; especially those in soft functions. It is imperative you know exactly how you add value to your business and the impact you make, with metrics.

Positioning: try and volunteer for projects with strong visibility. Some shameless self- promotion never goes amiss when preparing for salary negotiation. What you are doing is paving the way to create opportunity. Start taking greater initiative, even if your efforts are turned down at least you are practising being assertive. If you keep getting negative responses,  establish if there is an underlying pattern. What can you change?

Ask for feedback: get into the habit of doing this and also asking if there’s anything you could be doing differently to meet expectations. Do not use the word better. Respond with an email of thanks to positive comments. It’s good to have a trail, even a soft one, so that everyone starts believing your message about how good you are and the high standard of your work. Including you!

Personal Development: if there is an area of personal development you can undertake which will increase your added value – do it, even if currently it might be at your own expense. Discuss this with your boss – and make sure that he/she is aware of what you are doing and connect this effort  to future added value for the company. Be clear that you are ambitious.

Know your market. Where do you sit on the salary spectrum both within the organisation and outside it? Facts. Check payscale.com or within your network.

Craft your elevator sound bites: your USPs and success stories.

Anticipate objections:  “no budget, it’s a recession, you’re a poor performer (yes, they might play dirty,) we’re going bankrupt, “boss is busy “etc.  If there is any implied criticism you should have your feedback email trail to back you up. In any situation that is potentially intimidating,  ask for precise examples and dates of the issues.  That normally de-fuses situations.

Rehearse your  constructive communication strategy:  Socratic questions ( What makes you say/think that? How do you reach that decision?  etc.)  and Attentive Listening  (“Help me understand”,  I feel that… my experience is “)

Set your ideal outcome: and the fall back position you can live with ( benefits in kind, shorter hours, review in 6 months, childcare, working from home, flexi-time etc.) benefits in kind have a high monetised value when grossed up but are not pensionable.

Prepare for “No:”  Remember you love “no.. , ” make it work and use all the strategies you’ve prepared. “No” is when the negotiation starts, but have a clear plan if the  answer is final.

Know your audience: You have worked in this organisation for some time and have a relationship with the players. You know the corporate culture and have observed him/her in other or similar situations. What are their own goals and aspirations and what is the business plan for the department?

You are prepared, but be cautious. You might have coached yourself into neutral mode for this  transaction, but there is no guarantee that the person sitting across the table from you will be in biz mode too. They might see this request as some sort of personal slight on their managerial skills and become ego defensive. That is not your problem. Maintain  your cool no matter what, but be aware that this is the point when any negotiation could become adversarial. They  may not even have realised that there is a new, evolved, assertive you in front of them.

Living in the village

Now it is important to be clear in your own mind what you are prepared to settle for and what happens if your request is firmly rejected in any form. You still have to  “live in the village  ” to quote my friend Wally Bock . So if you decide to let it go, it’s important not to close doors and to remain measured and business like. The alternative is of course outside the cave.

One size fits all

A number of you emailed or messaged me, truthfully a little angrily and frustrated. Your stories were of being single parents, living in areas of  high unemployment, with domestic circumstances that limited your flexibility and mobility. Plus your company is the main employer in the region and could call the salary shots, so voting with your feet was not an option. “What  have you got to say about that? You’re targeting high fliers! ” you commented  somewhat belligerently! But coaching is not elitist.

Without knowing all the individual circumstances and if these concerns are real, or FEARs  (false expectations appearing real)  the answer is that there is no one answer.  But no I’m not – these strategies are a one size fits all. They can be tweaked and adapted to fit most situations.

My suggestion is that you focus on you. Add to your skill set and if this can’t be done in a professional context in your existing company, set yourself some goals for personal development. Think long-term. No situation is ever static, so at least you will be prepared for any changes that may arise. Kids graduate, companies get taken over, recessions end and opportunities come around when you least expect them. Can you work from home or take on-line classes for example?

There are always a multitude of possibilities. You just have to be open to seeing them. In the words of someone even older and definitely wiser than myself  (Seneca)

 “Luck is what happens when preparation meets opportunity”

If you need career support get in touch now!


NO

Don’t be afraid of “NO” in negotiation

No is when negotiation starts

We shouldn’t be afraid of NO!

There was an amazing, interesting and almost global response to my last post “Let’s go girls…. negotiate”. All sorts of questions and issues were raised around gender differences related to salary negotiation. Many complex topics were covered connecting cultural and historical barriers that prevent women stepping up to self advocate. But I’m not even going to attempt to address those wider topics here and just want to concentrate on the immediate and practical. I’m  also just going to focus on negotiating for a new job and will deal with existing situations  later, although the principles are still broadly the same .

So let’s deal with what can anyone  of us do.. NOW.

Women are relationship builders

One  of the first  points  raised was that women are  relationships builders and as a consequence we are not good at “winning ” individual encounters and are therefore disadvantaged from the get go.

So OK… let’s look at this in real terms.

Yes, we are excellent relationship builders – but  all good  functional relationships I believe  are not about winning. In fact if anyone feels like a “loser” in a deal (male or female,) that connection is predicated to be dysfunctional long-term.

It is constructive communication between two parties to find a mutually satisfactory outcome. Women excel at win/win solutions. Do male managers really see all negotiations as adversarial? Wise and effective ones surely don’t. I have actually tried to find some management theorists who might support this line of thinking – but couldn’t locate any, except perhaps when discussing situations impacting international security – which we’re clearly not. And even in those cases, as we have historically seen, punitive negotiations don’t always work then either.

Many women also wrote to me and to paraphrase said   ” … You don’t understand ….negotiating a salary is different to other  types of negotiations.”

NO it isn’t.

Be confident

This is about confidence. Without confidence we will always find a way to lose, so it is important is to normalise and neutralise the negotiation process in our own minds and to understand that  as women, we all do it, all the time without a second thought. We just don’t even notice. Once we realise what an integral part negotiation actually plays in our daily lives, half the problem has been overcome.

 Test yourself:

1. The TV repairman says “Can’t come for 3 weeks”

2. You have a 4 figure quote from a supplier for a job you feel pretty sure should cost 3 figures

3.  Your 15-year-old wants a party

So what do you do? Do you roll over and wait for 3 weeks to get your TV fixed and say to your contractor  “sure no problem I’ll pay over the odds for that job?” or leave town and turn your house over to your teen for an all night rave?

No. Of course not.  You negotiate.

You research the market, evaluate what you need doing, decide what you can comfortably afford to accept. If it doesn’t work you let it go or change.

So salary negotiation isn’t different.

By becoming a candidate you have already made that psychological commitment to change and have taken that leap into the unknown. You have imperceptibly started the negotiation process. Note also that everything here will also apply to internal promotions and salary negotiations.

You have researched the company, identified your skills, know your value in the sector and must have marketed them well, because here they are now wanting to make you an offer. You are in a good place! If the hiring company lose you, they may have to start the process from scratch or fall back on candidate number two. That is an additional cost, not just in terms of  search fees, but also in terms of elapsed time before a new hire is effective, which equals lost revenue.

They will have done their homework and will know what the salary range for your skill set is on the market. Generally everyone should be looking for a successful outcome. Most companies settle at least 10-15%  above the initial offer.

The pre-question

When I started selling, my boss at the time, a guy called Mike Lowe, the best sales person I have ever met and a formative personality in my career and personal development, gave me a  simple nerve conquering mantra before I embarked on any project. The pre-question. “What is the worst thing that can happen?”

Mike also tried desperately hard to teach me to ski where injury, pain and death featured in my option choices (not necessarily in that order.) But these downsides, generally speaking, don’t tend to happen around a negotiating table discussing anything legal.

In any ordinary negotiation process, the worst case scenario is usually and I always unhappily thought, pre “Mike” , was a firm ” no” .  But Mike also taught me that “no” is my friend and how to use it .

Make “no” your friend. Negotiation doesn’t start until “no” has been clearly stated.

So even within this negative message there is a hidden bonus which can open up a dialogue and lead you to make informed decisions. So instead of fearing “no” – it’s now a word you feel extremely comfortable with. Take a lesson from your own kids. If you say no to a pre-schooler – what do they say? Exactly.  “Why? ”

It hangs around with “no”. It allows you to take each objection and calmly overcome them with your elevator sound bites, which incorporate all your CARS, USPs and overall added value. So you love “NO.” It can work for you! The evolved adult you have become, may not stamp her foot like a five-year old  and petulantly pout “why”, but you will counter with something more grown-up, neutral and reasonable like “What makes you say that?” or “Help me understand your thinking behind that decision?”

Mike taught me to de-emotionalise “no” and view it as a vital part of the process. It wasn’t about me. “No” doesn’t mean that my value or self-worth are on the line and reduced in any way, or I’m some sort of mini-failure. It’s only about the transaction.

Research & preparation

But first you have to deal with negative thinking and examine the facts and take steps to avoid  being over come by fear (False Expectations Appearing Real.) So research and preparation are key. Understand the economic viability of the company and know your own market value.

Silence

Mike also taught me about the use of silence. It’s the last member of the  “no / why” trinity. We women are not great at silence which is stereotyping I know but generally I’ve found it contain some truth . But there are times when the prudent use of silence can be as effective as delivering a great elevator speech. Used wisely it is a great negotiating technique. Deliver your pitch …. and wait….and wait…. and wait….

Fall back position

It maybe that you will not reach your first goal  – but  you should always have a secondary goal  in mind  before entering any negotiation. In the words of Karl Albecht  “Start out with an ideal and end up with a deal.”  If anyone in a negotiation situation that feels their back is against a wall, trouble and resentment  are going to figure largely in their futures.

Even if you can’t reach agreement on compensation, look at benefits. This could include work hours, vacations, training and development programmes, conferences, access to certain networks and sponsors. You can also negotiate a time frame for review and make sure it’s stipulated in your contract.

But if a compromise still isn’t possible then that leaves one option – seriously consider voting with your feet.

Is it this final step, which we as women fear most? That primal, risk taking side to our personalities that keeps us in the metaphoric “cave” and prevents us taking that leap into the unknown which separates us from the guys?

The irony  is of course, that it is the ability and willingness to walk away which can be the single most powerful negotiating tool in any deal.

Go for it?

If you need support – get in touch! 


If your career is stuck – get in touch NOW!

 

Let’s go girls … negotiate!

Why women should negotiate. This post became the first in a trilogy on women and salary negotiation.  See the sequelsDon’t be afraid of “Noand “Cave in… or leave the cave” 

Gender pay gap

I’ve  come across a few  things in the past two weeks which have left me unfortunately, pretty sad, frustrated and frankly in a state of confused wonderment. It’s all centred around  the issue of gender divide and salary. Or to put it less esoterically – why do women earn less than men for doing similar jobs?

I’m not even talking about glass ceilings, women on boards or any other more complex and contentious  issues that are perplexing a generation of management gurus, where  there are whole biz school courses and grad theses devoted to the topic. No, all I’m talking about is basics:

Why does John earn (x) and Jane earn (x minus ) for doing comparable work when all other factors remain equal?

These might include education, qualifications, experience and age being the same

Background

I started my early career as a Corporate HR  trainee in the steel industry when the ability to legally  advertise lower rates of pay for women was sadly a pretty recent memory. At that time trades-union officials would even ask why there was a  woman at the meeting! True! In any negotiations it was not uncommon for all the men  (large numbers) to exit the  meeting room en masse, leaving me with the metaphoric handbags, gasping in a Dickensian fug  (smoking  in buildings was legal too) to go to the gent’s bathroom. They would come back with  a resolution agreement which bore only minimal resemblance to the previous two hour discussion which I had religiously minuted on my crisp trainee notepad. I was left  bemused and bewildered. These were the days when feeling a hand on your bum in the photocopy room was par for the course and the term sexual harassment  hadn’t even been invented.

Has anything changed?

So imagine my distress when I found out that despite the passage of time (…. not saying how much) this sort of unequal treatment  seems to be ongoing. Today, according to Janez Potočnik European Commissioner for Science and Research 60% of European graduates are female, so in real terms women should indeed be a force to be reckoned with on  any job market. However,    I read a few days ago, that I am living in a country which now holds 60th placing in the  World Economic Forum  table on the  Global Gender Gap rankings  sub index, relating to economic participation and job opportunity.

Marcus Buckingham in the Huffington Post  tells us that it is the failure of women to actually step up and negotiate which is at the root of the problem: “according to a study at G.E., men return to the negotiating table on average six times, while women average between zero and two.”  Cumulatively over a career he estimates that this shortfall could mean as much as  $0.5m loss of earnings in a female employee’s bank account.

In their book  Women Don’t Ask: Negotiation and the Gender Divide, Linda Babcock and Sara Laschever give some further worrying statistics about the context and long-term economic  implications of this passivity.

In Belgium, Isabella Lenarduzzi — founded  Jump,  an initiative to support women in the workplace in Belgium, which has achieved incredible success in providing a secure environment for women to pursue personal development.

Negotiation is a learned skill

But despite these efforts, unfortunately, as a recruiter I come across this discrepancy all the time with monotonous and disheartening regularity. I do believe that negotiation is a skill that can be learned and as a coach I have a segment  in my programme covering salary negotiation,   but  as divorce rates rise and single parenthood households are also increasing, the need for women to work rapidly towards economic parity  is more significant than ever before.

 So ladies, consider this:

  • If a person cannot successfully negotiate for themselves it can bring into doubt their ability to effectively negotiate for their company.
  • Ineffective or inconsistent negotiation practises leads to general vulnerability- not just in the work place .
  • To be consistently paid less than the market rate  can indicate a lack of  lack of self worth  – as above,  leads to vulnerability.
  • Good fair negotiators are respected. Self respect fosters confidence
  • Despite what you think , there should be nothing you eventually can’t walk away from.

So what do you have to do to get to this happy place?:

  • Understand and be able to articulate all your areas of added value. This enhances self respect and confidence and increases your expectations, because you now believe in yourself.
  • Salary research  –  be aware of your own market place and know your value in it. Calculate any shortfall. Facts talk!
  • Don’t take any discussions personally –  get into business neutral.  Negotiation is only a process, nothing else.
  • Build a business case
  • Look at fringe benefits as well as financial incentives. Benefits can eventually have a high monetary value and also play an important role in work/life balance issues. There is a caveat in the sense that  generally benefits do not count toward pensionable earnings if there is a  scheme. Factor this in fully.
  • Evaluate any rejection neutrally  – the question should be not be ” do you want to stay in this job?” – but  “when would be a good time to leave? My employer doesn’t value me”.

If you discover that you are paid below the market rate , need to negotiate a salary to start a new job only to  find yourself struggling with that process you have two options only: find yourself a career coach a.s.a.p.  or  find yourself another employer.

If you are stuck in your career  – get in touch now!


Job seekers: the new breed of entrepreneur?

Job seekers the new breed of entrepreneur are now an integral part of today’s job search landscape

I was chatting to a girlfriend recently who wanted to talk about her career options. She didn’t know really what she wanted to do – but she did have strong ideas about what she didn’t want to do – “nothing entrepreneurial” she  told me emphatically. The sub-text was that this was a bit risky, possibly slightly pushy (all that ghastly selling) and maybe even vaguely tacky, just  too reminiscent of Alan Sugar and the Apprentice for comfort.  She just wanted to find a normal job.

But what is a normal job and can it be found normally?

I think she’s due for a wake up call.

On line job search

The internet has revolutionised our lives in so many ways especially the way and speed in which we do things and exchange information. The recruitment process, as with many other sectors has been dramatically impacted and is constantly evolving in response to technological advancement.

The goal posts are moving

HR Managers claim that thousands of applicants per vacancy is commonplace. 99% of recruiters use on-line media and search engines to identify and source candidates as well as direct advertising, network searches and social media promotion. There is no longer a single standard way to find top talent. Entry level candidates compete even for unpaidemployment .   

“For every 1,470 resumes, there ’s 1 job offer made and accepted” – Richard Bolles, bestselling author, What Color is Your Parachute?

Phrases such as  personal branding,  career management, raised visibility and Google ranking  have slipped imperceptibly into the career coaching lexicon. The goal posts are moving faster than you can say Messi or Ronaldo. Today’s “normal ” may have reached its shelf life before the Q4 results are released.

The days when we could join a company and stay with it until retirement are  long gone.   Will retirement  even exist as a concept for future generations? The truth is we don’t  know.  What we do know is that there are no guarantees.

We are also learning that we have to do things differently and if we don’t we’ll get left behind.

Doing things differently

So as I coach people in enhancing their competitive edge by recognising their added value and looking for metrics to demonstrate that, identifying their USPs, creating a personal brand, increasing their visibility via different media to just the optimum level (not over doing it to become a nuisance factor), protecting their on-line image, topped off by the perfectly pitched elevator sound bite, for casual and appropriate introduction on all occasions and functions,  it strikes me that this is actually probably no different to a company running its operations and  launching a product on the market.

Does this mean that we all now have to become mini entrepreneurs in our job ( opportunity)  seeking efforts and that managing a career is now like managing a business ?

Both require  creative thinking,  identifying  target markets,  an effective product launch, closing the deal , client relationship management,  long term planning and maintenance, underpinned by sound  on – going investment.

So yes …I guess it does.

Need help with your job search – get in touch NOW! 

Boomerang kids

Boomerang Kids – The New Executive Stress

A number of executives have listed in recent coaching sessions one of the major sources of stress in their lives as the return to their previously wonderfully empty nest, of unemployed adult offspring. In the vernacular Boomerang Kids.

This is not my area of expertise at all, other than having a newly graduated son facing a desperate career market and either unemployment or unpaid –employment (aka internships). The reality is that the thought of any part of his life (or person) being centred on or close to my sofa, actually fills us both equally with horror. But it might happen yet if his best efforts fail.

After multiple mentions in coaching sessions and friends talking endlessly about the same topic, it was clear that some in-depth research was required.

This is what I found.

The kids

In 2007, 55% of men and 48% of women aged 18-to-24, lived with their parents, and certainly those numbers have only grown since the recession hit. By 2020 this figure had increased to 52% the greatest number since the Great Depression.

New graduates in addition to a difficult job market, are graduating with higher debt levels than ever before, with the cost of living outstripping entry-level starting salaries, despite rising salaries and sign on bonuses.

Cost reduction

Not unsurprisingly during the pandemic kids returned home to avoid isolation and also to reduce costs. This is damaging to their self-confidence and threatening their budding sense of independence. Young people with high achieving parents are stressed by their inability to meet their parents even unstated expectations. They struggle with the notion that they may have to downgrade their own ambitions and take lower level jobs, as companies have their pick of top graduates from elite universities. In some cases depression kicks in.

Anxiety

My observation  from personal experience, is that young people feel anxious, overwhelmed and vulnerable about their long-term abilities to support themselves in the way they had hoped to   (i.e. have been used to) and with some there is also a certain sense of righteous entitlement. They now exhibit all the usual symptoms of stress. I hear stories of web loafing, Laurent Brouat’s great phrase for sitting at the computer, doing nothing productive and busy-ness. This is my less great word for being busy when you’re  really not being productive at all; erratic schedules (late mornings and even later nights) TV marathons, erratic eating and so on.

The parents

So what is going on for Mum and Dad at this point, my beleaguered executives, as Junior heads home? Any one or all of a number of things.

For the most part  post pandemic this is one of the most stressful period of their lives. If they still have a job they are under severe pressure, or possibly at risk. Some are unemployed or have chosen to leave the job market with everything that implies. Pension pots are reduced, their property has decreased in value. Costs are rising. Any plans to downsize and travel in retirement are looking like pipe dreams and the future has become a black hole of anxiety. They might even now have to defer retirement. When in more buoyant times they could have funded their returning child to some degree, that will now put a strain on the family budget. A young adult is now living, or even taking over, their home and creating tension which is percolating into their professional and even marital lives.

For the most part this is one of the most stressful period of the executive lives.

Loss of control

For senior executives used to managing teams and being in control, they now have a “team member” who somewhat inconsiderately is not responding at all, or if they are, it’s in a non- business fashion. My C level execs are contending with door slamming, feet on coffee tables, pouting and petulance without being able to call HR to fire the kid. Sensitive issues they would deal with correctly and constructively in the office escalate in the family environment. Two executives reported serious stand offs with their offspring as tensions rise. Tendencies to helicopter manage the young person’s job search efforts or activities intensify as does the stress.

The bottom line is that Gen Y and the Boomers are both in transition – but just not the ones they hoped for. Mum and Dad had planned to move effortlessly into their well deserved golden years and Junior was all set to blaze a glowing trail along the career path of choice. Instead, both generations are dealing with stress and anxiety not just about their present lives but their futures too. Result = massive tension and discord.

So is there a solution?

Of course – but the ideal way according to the experts if not always easy and centres on not reverting to the traditional roles  as the carer and cared for, which is what we tend to do in our role as parents. It actually does involve a more business style approach ,including negotiating and agreeing clearly defined ground rules and boundaries.  Pretty much like in the office – but easier said than done at  home for many. It obviously also varies between cultures – in some countries young adults traditionally stay at home longer. So the litmus test is presumably is it a problem?

The main factor according to Diane Viere  a specialist in setting boundaries for adult children, is to learn to make a distinction between “enabling”, doing something for young adults that they could do themselves and ” helping”  them,  i.e.-supporting them constructively on their road to independence. She also advises us parents to beware of the need to control – something we are used to doing in our professional lives.

How to do that?

1. Close the bank of Mum and Dad:  It may be tempting to bail your kid out financially and protect them with all the luxuries and security of the family home, but this will not help them in the long run. It fails to teach financial responsibility and as most actually want to be independent will end up damaging their self-esteem. The best solution is to support them re-structuring their debts thus giving them life skills. It is inadvisable for parents to co-sign credit cards, leases or other loans. If your child misses payments, your credit rating could be damaged. Make a formal contract with them if you need to.

2. Don’t sacrifice your own financial future: Decide how much you want and can afford to help. Some parents provide more financial support than they can actually afford. One executive I deal with who was the guarantor on her young  adult’s rental agreement found that her son had defaulted on his payment for 6 months. It was Mum and Dad who scrambled around to find the cash, cutting into the pension fund to prevent legal action. Young adults have many years to build their financial security, while you may be only a few years away from your retirement date. Ironically, if you are not careful, you could end up depending on your children for help in your old age.

3. Home does not = hotel: Insist on responsibilities, which may include paying rent and/or payment in kind, such as taking on household chores. This can often be negotiated. One method is to ask the returning child what he or she believes would be reasonable rent. This is also the area, when not clearly laid out, that can result in the most misunderstandings, as adult children return to old habits of expecting to be taken care of.  If the returning adult is old enough to stay out late, drive a car ( possibly yours) and have adult relationships – they are old enough to take out the trash and cook dinner.

Home does not = hotel  – make sure you set out guidelines and boundaries

4. Set out guidelines: covering curfews (I am no stranger to the young adult clock and trust me,  it’s not like mine!) visitors (ditto – or like me you may find kids in your kitchen having breakfast at 3 in the afternoon ), smoking  (it is perfectly acceptable to have a house rule) vehicle usage. Another professional runs a tight ship in the office and was frustrated because her graduate sat in front of the TV all day and refused to do tasks that he considered demeaning (cutting the grass or washing the car). Mum however did this when she got in from a 10 hour day in the office.

5. Agree a schedule: one young grad I recently coached started his day at 0930 and  seriously,  was genuinely taken aback when I expressed surprise at what  looked very much to me like a lie-in. After coffee, his day kicked off at 1000. This is not the real world. They need to be up, dressed and good to go in job searching mode for 0900. Looking for a job is their job. It’s about self-discipline and structure. Not only  does it help with getting a job, but structure and action do reduce anxiety. This is  all hard to monitor if parents work, but a goal I urge entry-level coachees to strive for.

6. Encourage goal setting: encourage the grad to set him or herself realistic and achievable goals (remember all those SMART/SOLVE workshops you attended as a manager) . Recognise achievements without being indulgent. They are not in kindergarten. Getting out of bed and making coffee does not count!  Encourage physical exercise, volunteering,  plus social and professional networking.  Gen Y are light years ahead of us in technology, but are sometimes reluctant and inexperienced when it comes to physical actual networking.

7. Set a deadline: Kids should not be given an open-ended invitation to move back home. A deadline is important; it enables you and your child to measure the progress he/she is making towards becoming independent. If your boomerang kid has a job, perhaps the deadline could be based on a date: After X number of months, he or she will have saved enough to meet X, Y, and Z financial goals and then can move out. If your child is unemployed, perhaps the deadline is based on finding a job or paying off a certain percentage of debt.

8. Charge rent: Even a nominal amount is advised by the experts, so the young adult feels he or she is contributing something. It’s a good idea to write-up a rental agreement and stick to the payments on a regular basis. Whether you do this on a scientific basis of a percentage of actual bills or on a felt fair basis is up to you, or simply operate a barter economy. Chores for cash.

If your Boomerang Kids are unemployed over a long period without success in their job search, then seeking professional support is a must. Most countries operate programmes for young people within the community. If they are graduates they may still may be eligible for support from their alma mater colleges.

With all these strategies firmly in place, the executives should then be able to get on with their own lives… right? .

Watch this space!

Updated 2021 to factor in some post pandemic conditions

Take a look at these trusted executive search and research solutions


 

Elevator speeches

When should elevator speeches be grounded?

 

Create soundbites

Quite often I am asked to coach people through their elevator speeches and actually even have a section in my own coaching programme entitled just that. But I’ve decided only today to change it all. I’m not sure if I think it’s an outdated concept and perhaps in today’s climate calling it  “elevator phrases” might be better.

Crass is out

Elevator speeches are supposed to be the pitch you make in a 60 second ride in an elevator. It’s all your USPs, CARS and all sorts of other acronyms rolled into a zingy speed presentation that is supposed to nail that opportunity for  a further meeting, leading to a golden future. But realistically how many opportunities do we get in every day life to have our 60 second moment of glory other than at a formal job interview,  a business presentation or convincing someone to lend us money? Today, especially, there is less tolerance in these tougher times of a hard, crass sell.

In recent more egocentric times it was OK to talk about yourself for a whole minute, whether in an elevator or anywhere else for that matter, so that sort of routine could have worked.  I’m not sure how well it would go down in the current economic climate. I suspect that if someone started now to spout about themselves in a crowded lift for 60 seconds straight, especially during a global pandemic, they’re likely to find  themselves wearing their pod-mate’s latte by the time they reach their floor.

I have a very good friend, a successful business man who always, no matter where he was, would introduce himself with a warm friendly smile, a firm handshake and his senior level job title and what he was currently working on. In business situations that was fine, lines are drawn in the sand and everyone knows where everyone stands. But it did tend to bemuse French waiters, his wife’s book club and his kids’ friends. That only took 15 seconds – can you imagine what would have happened if he’d gone on for a whole minute?

Value is in

So what might work today when the mood favours subtlety and where we are now expected to give before  we sell? Yet the hurdle still remains that we still  only have one main chance to make a great first impression. So what we need now is a more flexible approach, something that conveys the key points without sounding like a self -absorbed, narcissistic bore: who you are, what have you done and can you do it for whoever you’re talking to and why should they give you their time  

What is the aim?

The aim of  any “elevator speech” is to get the person to engage with you. So think long term. At some point you have to establish what your primary objective is from the conversation, but also to have in mind a secondary goal, (fall back position) if the first option doesn’t work out.   Sometimes you might only have a few seconds to figure that out at a chance encounter. What do you do when the person you really want to connect with professionally, is having her highlights done in the next hairdresser’s chair. True story!  As her head is pasted with chemicals, does she care that I’m an international executive search specialist with 20 years experience – well frankly no, she doesn’t.  Is she totally interested in my thoughts on soft beige or dark blonde and Kim Clijsters winning the US Open. Absolutely.

So the key ingredients are empathy and flexibility.

Empathy

So you clearly will not say the same things to the CEO of a company standing next to you at your daughter’s soccer game as you would if she was at a networking event. Your USPs and CARS statements (Challenges, Achievements Results, Skills) therefore need to be organic and in your DNA and to come out in different formats. I think they are actually best in dialogue form – and can be initiated by you asking questions – not delivering a pitch. It is always good to find out about the person you’re talking to by asking questions. People generally like to be asked about themselves and they like you more for being the one to ask .

Be strategic

You have to accept the fact that rarely is anyone offered  a job or opportunity on the spot, so make your primary goal, realistic and achievable. It might be to arrange a meeting, an interview, another opportunity to develop some points or simply a networking contact. Sometimes you have to be strategic.

Set in place your mental secondary goal, a contingency plan if your primary goal is not successful. It might be to exchange business cards  with a suggestion for contact at some future date (the hairdresser situation)  or to ask for a referral. It’s always good to come away with something from a networking situation – however small. Most importantly it should sound effortless, conversational and natural.

Be flexible

There are also times when it is important not to make your pitch – that sounds like pretty poor coaching, but you have to weigh up if making a pitch at the wrong time will have greater collateral damage than not making it all. This is not to be confused with chickening out through nerves!   Recently, I  ran into my local deli on the way back from a gym session. No details required. You can imagine  how I looked. Covert ops like this are always a high risk activity, but a vital ingredient was needed for dinner. Who did I see perusing the gourmet gateaux, but someone I had wanted to set up a meeting with for a long time, visiting his sister, my neighbour. I promptly ducked behind the asparagus tips and fresh red berries. That was  strictly strategic, not chicken. I did refer to it in a later email and got my meeting.

So how  do you know what to do?

  •  Understand well your own success stories and learn how to articulate them succinctly.
  • Choose your vocabulary wisely, using every day language. Saying you are a ” seasoned executive” is fine on a CV, in person people will think BBQ not Boardroom
  • Break it down into short stand alone concepts that can be introduced freely and casually
  • Make your pitch memorable  positive and sincere. It should reflect you.
  • Practise  – mirror, pets, partners, kids – doesn’t matter. Anything that won’t  laugh.
  • Think of it as part of a dialogue, so create a list of  Socratic questions that will  prompt your listener to ask you questions in return to keep the conversation going. This is not just about you!
  • Listen attentively (para-phrasing.) You can drip feed your USPs drop by drop!
  • Elevator speeches must be flexible.  Don’t get into auto-pilot mode regardless of the circumstances.
  • Don’t let your speech sound robotically rehearsed.
  • Maintain eye contact with your listener. If their eyes glaze over you’re doing a bad job.
  • Smile. Try to be warm, friendly, confident, and enthusiastic. Take it slowly.
  • Don’t ramble. Rambling is boring!
  • Avoid industry jargon, or acronyms that your listener may not understand unless you are in a professional setting.
  • End with an action request, such as asking for a business card,  interview appointment or possibility to call.
  • Update your speech ideas as your situation changes.
  • Practise your telephone technique by leaving a message on your own answer machine. How do you sound?  Awful? Then you probably are! Try again!

I am not saying bin your power elevator speech all together, what I am suggesting is break it down into component parts that can be interchangeable and learn to use each of them flexibly,  with discretion.

Sometimes  six, ten second comments will get it done too. Short can definitely be sweet!

Need help preparing your elevator speeches and soundbites? Get in touch NOW!


50 somethings

Job search strategies for the 50 somethings

50  somethings – A vulnerable group
One of the most vulnerable groups in this or any other recession is the 50 somethings. This is not necessarily because they are poor performers, but usually because they are simply more expensive than junior employees. Severing a few senior execs or older employees can make an instant and positive impact on any organisation’s salary bill. Additionally, at this level employees are also costly in terms of perks and benefits, with company cars, phones, lap tops, health and pension plans and longer holidays etc all contributing to reducing a company’s overheads when they cease. So whether you’re pushed or decide to take advantage of voluntary early retirement schemes, there are lots of things to take into consideration.

So what can you do ?

Emotional support

50 somethings

The higher you are – the further the fall. Losing your job is hard for anyone, but being displaced from near the top of the chronological or professional pyramid can be especially tough. Quite often there are angry thoughts about how many years you’ve put in and perhaps how little time you have left in your career. Deal with the anger, grief and anxiety and any perceptions of failure you might have as effectively and as early as you possible. All of these challenging emotions will impede your ability to move forward. It’s important to be willing to let go old habits that might be keeping you ina  rut.

  • Set up some coping strategies: a structured daily schedule to support yourself through this difficult time. Online contact Sarah Robinson  (aka The Maverick Mom) calls this structure “Walking the Grid”  She uses this strategy when ..“ ..I really don’t know what to do next, where I feel like I am grappling in the dark …”  It might be walking, gym sessions, talking to close friends and family, networking, job search activities, relaxing, sleeping and eating correctly. If you are sleeping erratically or self medicating with food,alcohol or other substances then make sure you are seeing a medical professional.  I knew one Coachee who didn’t tell his wife he had been laid off until 3 months after the event and every day he left the house as if setting off for the office as usual. In fact he was just sitting in cafés and parks until he came home at the normal time. So if your own efforts don’t work consider seeking professional support or visit your doctor.
  • Take stock: What do you really want to do? List your passions. How so you want to spend the rest of your career – your life? Consider personal development programmes: think about training in another field or updating old skills. An old college friend, Russell Lewis, an ex-lawyer has retrained in dry stone walling techniques and thatching– simply because he wanted to spend his post- retirement career working out of doors. What do you want to do?
  • Update your CV: many older job seekers have not looked for a job or written a CV for a number of years. It is key to update it in line with current job search developments and presentation techniques, as well as to keep abreast of modern technology in this field. This is one age group which I strongly believe benefits from professional career support. You are no longer obliged to state your date of birth, or even the year you graduated on your CV, but most experienced recruiters are savvy enough to work out if you try too much camouflaging . Omitting it will get you past ATS.
  •  Identify your transferable skills: look at the challenges in your life and career and ask how these can be used in other fields or sectors . You have amazing life and career experiences to call upon, so make these your USPs.
  • Update your professional skills: it is really important now to be on top of all the latest developments in your field, profession or sector. You may not be operational in all of them, but being out of touch with current trends dates you.
  • Interim assignments: 50 somethings are quite often attracted to interim assignments, although this is a sphere that is challenging to break into because the Catch 22 applies that previous experience is quite often required. This is an ideal sector for candidates who are nationally or internationally mobile and have had experience of hitting the ground running as project managers during their careers. This is where a focus on transferrable skills is key.
  •  Networking: now is the time to really tap into your network. All those extra miles on the tires means lots more contacts on the Rolodex, which is a huge bonus. Maximise those connections. Make sure you attend all professional and alumni events. Sign up for news letters.
  • Become familiar with social media: make sure you have a presence on LinkedIn, Facebook, Twitter, and any social media pertinent to your field.  Start a blog. This is not just about raising your visibility, it’s also about being seen to be current! 50 somethings who dismiss social media and modern technology out of hand and do so volubly, are immediately indicating that they are not at least in touch with modern trends. As a minimum you need to understand what it is all about and how it functions. If you reject it, do so from an informed position. It means that you can communicate with the 25 – 45 age group without your eyes glazing over or looking panic stricken. An older employee rich in traditional skills,  but is tuned in  to up to date technology,  is a great combination and brings instant added valued.
  • Assess your image: now is the time to objectively (and tastefully) update your image and make sure your clothes, hair style and general appearance are at least from the 21st century.
  • Look after your health: If you look healthy and fit (and hopefully are) you will appear energetic. Make sure you are getting exercise and looking after your appearance. Your complexion, hair condition and general demeanour all convey your inner energy.
  • Interviews:there is a strong possibility that everyone in the process might be younger than you. Try not to let this bother you. Don’t assume that because you are older, you know more, or better. Your area of expertise is just in another area. Appearing flexible, current and open will be key factors to emphasise. Try to keep your points of reference relatively recent. Referring to experiences from 30 or 40 years ago, unless it is of specific value, dates you. So forget Flower Power, Glasnost, Thatcher, Mitterrand and Clinton and make sure you have a good general knowledge of recent national and international events plus general cultural developments. If you don’t know what an Ipod is you might be in trouble.
  • Re-location: older employees are sometimes less tied to specific geographic areas because of young families etc. If you are able to extend your job search net wider, so much the better. Being mobile is a great asset.
  • Volunteer: Not-for-Profit organisations are happy to have senior level volunteers. This is always helpful for networking, refreshing old skills or learning new ones.
  • Become an Expert: Offering pro- bono consulting services is another way of raising your visibility and show casing your area of expertise. Write a blog or articles for your local newspaper or your professional newsletter, which also increases you visibility. Set up a web site. You have a lot to offer. There are certain areas where “Village Elder “ experience is invaluable. E-How  offers the opportunity to make money on line by writing and publishing your own content.
  • Anti – social hours: Consider working hours that younger workers with families won’t/can’t work.
  • Is this the time to be self-employed? With your wealth of experience could you start-up your own business or join forces with someone else with complementary skills . You Noodle is a place to discover and support the hottest early-stage companies and university innovation. They develop decision-making technology and tools for the start-up world. Check it out.
  • Be willing to change  tactics :  This demographic struggles with responding to change fast enough. I get mails every day saying I’ve sent out 20 CVs with no response or attended x  interviews with no feedback.  There is a clear message here that what you’re doing is not working and it might have nothing to do with your age.  Review your strategy regularly. See a professional if you need to.  But don’t wait too long. You’re not getting younger!

Some companies actually value expertise and experience. I hope you find them!

Six of the most costly words in life or business can be ” This is what I’ve always done.”