How to write a resume as an executive

Dear WW: I’m a C-level executive who never has written for career advice. But I’ve got a bet with my wife that a resume for someone in my position is a waste of time. RESUME-FREE

Dear RESUME,

Your email reminded me of the quote by hotel magnate Leona Helmsley about who pays taxes, “It’s only the little people.” Executives often feel the same way about resumes-it’s just the little people who have to mess with them. I strongly disagree.

Resumes should be a key part of everyone’s arsenal for getting a job-whether it’s at the very top of an organization or in the shallow end of the corporate pool. I’ve included some key resume strategies specifically designed for the corner-office set, below. For more, check out Rachelle Canter’s book, “Make the Right Career Move” (Wiley, 2007).

Do you assume resumes are unnecessary? This is a huge mistake. Chances are that even your best friends won’t remember key bits of your background. Resumes will help your internal advocates sell you to their colleagues, they can create a buzz about the contributions that you’ll be able to make and they’ll open doors for you.  

Do you tend to favor credentials over results? I’ve got a big bias about accomplishments-mainly because so many people don’t have any that they can point to. I’m not saying that credentials don’t matter, just that they need to be balanced with things that you’ve actually accomplished.

Are you too long winded? The higher that most people go in the corporate world, the more they seem to like to hear their own voice. How compact and strategic can you keep your resume? How concise can you be when answering questions in an interview?

Do you clearly state your career objective? If you’ve been around a while, it only makes sense that you know what you want to do with your career-correct? That’s why I think it’s better for you to come up with your own career objective clearly stated on your resume rather than letting the people thinking about hiring you make guesses about where your career is pointed.

Do you come across as an arrogant SOB? Companies want to see confidence in the people they’re considering for top management. But there is a line between confidence and arrogance. That’s why it’s important to have your resume reviewed by people who will give you honest feedback before you start to shop it around.

Do you settle for just a good resume? If you tend to view a resume as a necessary evil, you’ll only do the absolute minimum. I’m a big believer that a resume is not a place to skimp or take a short cut. As they say, you only get one chance to make a first impression. Sure it takes time and effort, but aren’t you worth it?

Follow these tips and you’ll be in a better position to get a job with the big people at the top of an organization.

Bob Rosner is a best-selling author, speaker and internationally syndicated columnist. Sherrie Campbell is a relationship and business professional, having applied her counseling background in a variety of challenging organizational settings. They’d love to hear your thoughts on this topic, especially if you have better ideas than they do. Also check out their complete column archive at workmash.org, “The Boss’s Survival Guide” and “Gray Matters: The workplace survival guide.” Send your questions or comments to bob@workmash.org.

The newest strategies for job hunting

Dear Readers: Most of us believe that our knowledge about job hunting is up to date. After all, we’ve landed many jobs this way. A reader recently wrote to me saying that her job hunting skills were obsolete and how she profited from getting them current. She raises a great question that we should all ask ourselves:

Dear WW: A Greek historian argued that “hunting” is an asset to society, in that it promotes the well-being and health of the hunter. Although I distain game hunting, it’s funny how this statement is not too far off from job-hunting. Did you know it’s a ‘jungle’ out there in the job market? I’m not advocating you look for a new job, but, not knowing up-to-date market trends, benefits or salary ranges in your current field is not good for your well-being or health.

When was the last time you went hunting for a job? Do you remember how or do you rely on a lucky shot? Do you know the market for your skills? Is your resume up-to-date and ready to be sent out the moment an opportunity presents itself? Do you need a guide to help you or will you venture out into the jungle alone?

My strategy for job hunting changed about four years ago. I had been working for an accounting firm for over ten years when during a performance appraisal there was a comment regarding salary, “We’re better than the going market.” I really enjoyed my position at the time so I had no idea what the going market was. It was time to take stock, gear up and go hunting.

After ten years, my resume needed revamping. Just as there are different techniques for game hunting such as snares or nets, the job-hunting market had dramatically changed, requiring new techniques for job searching. It was strange terrain scanning the numerous Internet sites, job sites, bulletins, newspapers, recruiters, agencies and internal job listings.

Doing my homework on employers of interest, I submitted six resumes to potential employers. Some had positions of interest available; others were sent out in hopes of hitting the hidden market. As luck would have it, my resume crossed the desk of a former employee of the accounting firm, who was currently working within the government sector. Although my accounting firm was correct about being within the salary range, I found they failed miserably in the benefits, job advancement, and employee satisfaction. I’m happy to say, I took the government position at approximately the same salary but I enjoy better benefits. Recently I’ve been reclassified, resulting in an increase in salary, and opportunities for advancement.

I made a promise to not become that out of touch with the job market again. I review job listings periodically and check market trends quarterly as well as keeping my resume up-to-date. One never knows when or what opportunities or advancements may present themselves and I’d like to be in a position to respond when it does.

 

Bob Rosner is a best-selling author, speaker and internationally syndicated columnist. Sherrie Campbell is a relationship and business professional, having applied her counseling background in a variety of challenging organizational settings. They’d love to hear your thoughts on this topic, especially if you have better ideas than they do. Also check out their complete column archive at workmash.org, “The Boss’s Survival Guide” and “Gray Matters: The workplace survival guide.” Send your questions or comments to bob@workmash.org.

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How to make diversity an asset for your company

Dear WW: My company goes through the motions when it comes to diversity. Is there a way to make diversity a more strategic part of what we do? MONOCULTURIST

Dear MONO,

If you want to win a bet with a non-sports fan, bet that this year’s Super Bowl will be won for the first time by an African American coach. Because, not only is there the first African American coach in the big game, but both coaches are black. Combine that with a prominent women, African American and Latino running for president and it would appear that the country is finally approaching the melting pot that it was described as being many years ago.

What can your company do to gain from this diversity bandwagon? IBM has put a lot of effort into making diversity a strategic part of how it does business. I’ve listed a series of steps below that they’ve taken. For more, check out the article “Queer, Inc.” from the December 11, 2006 issue of Fortune.

Do you have task forces representing each group of employees working for your organization? IBM set up eight task forces-women, African Americans, Hispanics, Native Americans, people with disabilities, employees with work-life issues, gays and men. That last one wasn’t a typo, IBM didn’t want to leave anyone out, even men. IBM’s goal twofold, to work with each group to find the best possible employees and to gain insight about how to sell more products and services to each group. Each task force was asked to answer the following questions:

How can the company attract the most talented people from your group? Look around your company cafeteria and you’ll see diversity, but you’ll also see how many groups stick to themselves. By using members of each group to identify gathering points and organizations, IBM has increased both the diversity and the quality of its workforce.

How can the company keep them engaged and productive? For many years I wore glasses to work. With this simple modification I was able to make a contribution. It’s worth doing some homework to find out if there are things the organization can do to increase the contributions of all its employees.

How can the company better market its products and services to your group? In the old days when you wanted to get a message out it was all about broadcasting your message to everyone. Today, with many different web sites, radio and cable stations, it’s about narrow-casting a specific message to a specific audience. Rather than guessing, use each group as tour guides to show the best way to reach its members.

Which outside groups should become partners with the company? A while ago I spoke to the Native American Human Resource association. There are many such groups out there. But don’t wait for these groups to find you, use your “insiders” to reach out to them.

Ask these questions and your company will not only become more diverse, it will also generate more revenue from more diverse sources.

Working Wounded poll:

How would you grade diversity at your company?

• Non existent, 22 percent
• So so, 30 percent
• Very diverse, 47 percent

Bob Rosner is a best-selling author, speaker and internationally syndicated columnist. Sherrie Campbell is a relationship and business professional, having applied her counseling background in a variety of challenging organizational settings. They’d love to hear your thoughts on this topic, especially if you have better ideas than they do. Also check out their complete column archive at workmash.org, “The Boss’s Survival Guide” and “Gray Matters: The workplace survival guide.” Send your questions or comments to bob@workmash.org.

How to succeed with cold calls

Dear WW: Is anyone else having trouble getting through to people today? Is there something that other people are doing that I don’t know about? VERY COLD CALLS

Dear COLD,

I had an out of town guest visit me recently. We were listening to the Seattle weather report and she started laughing because of all the different ways that the weatherman had referred to rain-showers, downpour, drizzle, and her favorite-sun breaks.

We have a lot of options for talking about rain in the Northwest. Unfortunately when it comes to getting through to a key contact, most of us suffer dry spell because we have too few options for getting through. The rest of this column will rain ideas over you for how to actually get in contact with the people you need to connect with. For more, check out “Complete Idiots Guide to Cold Calls” by Keith Rosen (Alpha, 2004).

Email? The first, and usually best, option.

Voice mail? A close second.

Cell phone? But remember, many people don’t like work calls on their cell.

Business phone? Going through the company switchboard has worked for me.

Snail mail? For most of us it’s unusual to get a letter, so retro can have its rewards.

Overnight package? Expensive, but often effective.

In person? Talking about retro, remember when we met face-to-face?

Hang out in bathroom nearest their desk? I’m embarrassed to admit, this did work for me once. Only works with contacts of the same sex, however.

Online social networks? A friend of mine swears by MySpace for making business contacts.

Offline social networks? Do a little homework and you might be able to bump into the person you really need to meet at Rotary, the Chamber, etc.

Vendors?  Sometimes a vendor can help make a contact for you or they can provide a key bit of information about how to get your foot in the door.

Sales people? Like vendors, some sales people might have valuable insight to help your cause.

Trade shows? Trade shows are just one way that an association can provide a platform for you to meet a key contact.

Secretary? Far too many people see secretaries as an obstacle. I can’t tell you how many times befriending an assistant has gotten my foot in the door.

Close associate? Whether they broker the meeting or just help to point you in the right direction, key contacts can help.

Friend? The great part of a friend is they often not only can help you get in touch with the person, they can give you insight about the do’s and don’ts in terms of dealing with them.

Wrong number? I once purposely called the wrong department within a company. They transferred me to the person, but instead of my number on their phone it showed this other department’s number. The person picked up. Sometimes a wrong number can get you what you need.

Follow these tips and missed connections won’t rain on your parade.

Working Wounded poll:

Do you have trouble getting through to the people you need to talk to do your job?

• It’s easier than it’s ever been to get through to people, 14.7%
• It’s about the same, 39.3%
• It’s tough to get through to people today, 45.9%

Bob Rosner is a best-selling author, speaker and internationally syndicated columnist. Sherrie Campbell is a relationship and business professional, having applied her counseling background in a variety of challenging organizational settings. They’d love to hear your thoughts on this topic, especially if you have better ideas than they do. Also check out their complete column archive at workmash.org, “The Boss’s Survival Guide” and “Gray Matters: The workplace survival guide.” Send your questions or comments to bob@workmash.org.

How to give a successful apology at work

Dear WW: I made a mistake that caused a lot of extra work and problems for one of my colleagues. I’m embarrassed to admit it, and nervous of the consequences, but I can’t keep avoiding this woman: we’re in the same workgroup. I don’t know what to do. EGG ALL OVER MY FACE

Dear Egg, 

You know how a major U.S. car company once recalled some of its cars and trucks because they’d begun to resemble the Olympic torch? Well, sounds like it’s time for you to do a little recall of your own-by fessing up to the little blaze that you ignited. I know it’s not easy-taking the heat never is, and no one likes to apologize-but it’s the only cure for your anxiety, the only responsible thing to do, and the only way to rebuild a relationship that you need to maintain. The trick is to handle the apology well so that you garner the woman’s respect rather than her disdain.

In Go Ahead and Say You’re Sorry: Psychological Aspects of Apology (Psychology Today, January/February 1995), Dr. Aaron Lazare offers the following tips to help you frame a constructive apology:

Name your mistake and accept responsibility for your actions. Leave your spin control and public relations skills back in your office. You need to be prepared to acknowledge your error in terms that show her you know it was a mistake in both your head and your heart. This can be as simple as saying “I screwed up when I estimated that job,” or “I should have checked with you before I made that promise.”

Show you understand the impact of your error on the other person. This is the most difficult part. Show her that you’ve put yourself in her place and understand her feelings. Let her know you realize how much additional work it created-and offer to help her with the burden.

Explain why you did it in the first place. Here’s where most apologies backfire: there’s a big difference between giving someone a context for your actions and trying to shift the blame. You may want to practice in front of someone else to be sure you don’t add anything that could be considered self-serving.

Express genuine regret for what happened. That means with the right words and the right delivery. Blurting it out as you race down the hall, sending it email, or passing a message through a third party just doesn’t cut it. Don’t approach her at a time or place that’s good for you; approach her in a way that will work for her.

Whatever you do, don’t follow the example of former Senator Bob Packwood who was accused of sexual harassment. At his press conference he said, “I’m apologizing for the conduct that it was alleged that I did.” To which many people responded, Bob, this is the second time your lips have gotten you into trouble.

Bob Rosner is a best-selling author, speaker and internationally syndicated columnist. Sherrie Campbell is a relationship and business professional, having applied her counseling background in a variety of challenging organizational settings. They’d love to hear your thoughts on this topic, especially if you have better ideas than they do. Also check out their complete column archive at workmash.org, “The Boss’s Survival Guide” and “Gray Matters: The workplace survival guide.” Send your questions or comments to bob@workmash.org.

           

How to make telecommuting work

Dear WW: My boss wanted to score points with his boss so he volunteered my department to be our company’s telecommuting pilot program. I’ve tried to talk him out of it but it’s no use. PHONE FROM HOME? NO WAY!

Dear Phone,

I was dense when it came to 5^th grade science. “Is there a hole in the middle of the wire that the electricity goes through?” I asked, “or do the little electrons crawl along the outside of the wire?” I can still see the frustration etched on Mrs. Bloom’s face, fully aware that I was full of even dumber questions.

Just as I struggled with how electricity travels over electric wires, many bosses wonder how their management skills will travel over phone lines. “Out of sight . . . are you out of your mind?” is the reaction of most of the managers I’ve interviewed. To them, telecommuting is like AOL’s first attempt to create an unlimited Internet access plan-great in theory but worse than useless if you wanted a productive connection.

For all of them-and you-I recommend Making Telecommuting Happen (Van Nostrand Reinhold, 1994) by Jack Niles, the man who’s been called the “father of telecommuting.” It includes an entire section on how to manage someone you can’t see. The following questions have been adapted from it:

Have you carefully identified the people and projects for your pilot program? Just like spandex, telecommuting isn’t for everybody. Look for people who are disciplined, motivated, independent, and who want to try working at home. Also, look for projects that can be completed in relative isolation.

How will you know if they’re working? You won’t, unless you establish specific and measurable outcomes for each telecommuter and check in regularly. The irony, of course, is that some of the people currently under your “watchful eye” are probably spending time socializing, playing solitaire or surfing the ‘Net. It just looks like they’re working. Come to think of it, you might want to develop specific and measurable job outcomes for all your employees. What a concept!

Can you manage someone you can’t see? Effective management involves communication and rapport-and, chances are, both will be harder to maintain when face-to-face contact is minimized. Nilles suggests you send routine information electronically and save complex or emotional information for face-to-face meetings.

Can you keep them informed about what is going on back at the office? Successful telecommuting programs suggest workers be brought into the office regularly for meetings and social events. Social events? Yes. People need formal and informal networks to do their job and feel part of the team. Believe it or not, it’s good business to occasionally let them eat cake.

I stood on a downtown street corner and surveyed office workers about what they liked most about telecommuting. The top vote-getter: “the ability to work in your underwear.” So in the finest journalistic tradition I wrote this entire column in my boxers. I can conclusively report that working in your underwear is cool. Of course, I might feel differently in winter.

Bob Rosner is a best-selling author, speaker and internationally syndicated columnist. Sherrie Campbell is a relationship and business professional, having applied her counseling background in a variety of challenging organizational settings. They’d love to hear your thoughts on this topic, especially if you have better ideas than they do. Also check out their complete column archive at workmash.org, “The Boss’s Survival Guide” and “Gray Matters: The workplace survival guide.” Send your questions or comments to bob@workmash.org.

           

How to decide if you should invest more in your business

Dear WW: I own a small retail business which has been open for two years. We have a great idea, a great location, and business started off well. But for the last year our sales have been going sideways. I’m not sure what the problem is. My manager thinks I need to pump more money into the business to make it grow, but I’m not sure. TO SPEND OR NOT TO SPEND

Dear Spend,

My favorite part of the ‘96 election wasn’t Dole’s theme song (”Dole man”). It wasn’t the return of Perot’s flip charts. It wasn’t even the Kemp-Gore face-off. My favorite moment occurred just before Bill and Bob’s first debate when the President’s staff handed out a press release entitled “Debate Pre-buttal.” This deftly named document refuted all the arguments they expected Dole to make during the debate. Which just goes to show: Clinton may not be a Boy Scout, but he swears by the oath “be prepared.”
It sounds like you need to do a little “pre-butting” of your own and take a hard look at your business (and substitute your bank loan officer as your “opponent”). Of course, you’ll want your review to include all the conventional financial benchmarks (balance sheets, P&L statements, etc.). But also ask yourself the following questions, adapted from Collins & Porras’ classic Built to Last (HarperCollins, 1994):

Are you keeping up with the Jones’s? Remember when banks were only open from 9 to 3? That was in the old days-before 24 hour supermarkets and an Internet that never sleeps started catering to customers’ schedules. Lo and behold: the end of banker’s hours. Well, take a look at your business and see if you find practices that are equally out of sync with customers’ needs. You can’t do this from your desk, though. You have to get out and talk with your customers; visit your competitors; and stay in touch with business trends and ideas from other industries.

Do they love me or love me not? Just how loyal are your customers? Assume not very-and then do everything you can to woo them. Do customer surveys. Mingle with them on the retail floor. Talk to them when they call. Question them earnestly when they’re angry.

Are you ready to take on all comers?  Today ATM machines spit out postage stamps, drug stores push nickel copies, and virtually everything is for sale on the Internet. The days of clear boundaries between businesses are over. What that means for you is you need to guard your back door and keep your eyes peeled for new competitors from unexpected directions.

None of this is easy, of course. It’s hard to look at your business through the eyes of a competitor and be critical about your own affairs. But if you can, you’ll gain valuable information that will help you decide if throwing money at your business is the proper strategy. Scout’s honor.

Bob Rosner is a best-selling author, speaker and internationally syndicated columnist. Sherrie Campbell is a relationship and business professional, having applied her counseling background in a variety of challenging organizational settings. They’d love to hear your thoughts on this topic, especially if you have better ideas than they do. Also check out their complete column archive at workmash.org, “The Boss’s Survival Guide” and “Gray Matters: The workplace survival guide.” Send your questions or comments to bob@workmash.org.