It’s Worth the Time and Energy

Co-authored by Jim Wiederhold and Steve Weiner

Committing the time and energy to developing an effective ongoing network is an important skill set crucial to successful healthcare leaders. It’s easy to get caught up in the daily routine, especially with a demanding job. But, the notion of waiting until one is in a career transition to begin building relationships with other professionals is very short-sighted.

Healthcare currently makes up about 18% of the nation’s GDP and is expected to grow exponentially. The many major changes, complexities, and innovations affecting the healthcare system have resulted in a rapidly changing job market requiring different and enhanced skill sets. The industry is quickly expanding and payment/care delivery models are moving away from the traditional acute care hospitals to more convenient, affordable outpatient settings. Innovation and technology continue to have a huge impact on medical care and its delivery.

Recent developments have included Apple and Amazon’s creation of wellness and primary care clinics for employees. Grocery stores have also entered the convenient care market. Amazon has acquired an online pharmacy company to deliver prescription drugs via Amazon Prime. These companies, along with Walgreens and CVS, have invested millions of dollars into the digital health space. Additionally, venture capital firms are responsible for funding over $68 billion into healthcare in the past year!

These new ventures and infusion of capital are constantly generating new jobs and revised job descriptions that reflect the need to address large transformations taking place in the industry. With all this movement, it’s essential to commit yourself to lifelong networking and learning. It is not enough to network at one’s workplace or only with colleagues in similar professions. Although that’s important, it is necessary to reach outside of the comfort zone and develop relationships with professionals in other related industries.

We often hear from our executive level candidates going through the transition process that they did not know as many people as they thought they did. Or, their network consisted of only like-professionals who were experiencing the same types of challenges. These executives now recognize the importance of doing a better job of networking to build meaningful, diverse relationships with others who bring new perspectives, new opportunities, and potentially contribute to successful career growth and development.

Through our experiences, we have found that networking sometimes happens at the most unexpected times. Recently, one of Steve's former traditional hospital CFO candidates -- who was between leadership positions at the time -- experienced this first hand. This individual was sitting in an airport and started chatting with the woman next to him. The conversation turned to work and he discovered the woman was a senior partner with a leading private equity firm. The firm was in need of a top-flight CFO for one of their startup healthcare clients in the ambulatory and urgent care space. After several rounds of interviewing, Steve’s former candidate landed this job!

Networking is something you should always be doing. You can network anywhere.

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Being unemployed is not a comfortable feeling. Not only does it disrupt your carefully laid out routine and impact your lifestyle, but it also makes you question your abilities. But the “why” of your transition is something that you must strive to move beyond. You will have to in order to transition into a new role successfully.

Over the years I’ve worked with many people. Exceptionally brilliant individuals. People you would never imagine needing the help of a transition coach, but through a series of events, found themselves in that most vulnerable position. The phrase, “it can happen to anyone,” most definitely applies here. And while we like to feel we are special and tell ourselves, “no one understands my situation,” or “my situation is different because…”, that’s just not true. Yes, there will be parts of your story that make your story unique, but on the whole, there is a formula you can follow to ensure success.

Formula for transition success (A+B+C+D+E+F+G+H+I=NEW JOB):

1. Be coachable and embrace being uncomfortable. What does being “coachable” mean? It means adjusting your mindset from that of the “teacher” to the “learner.” With a small shift in your mindset you open yourself to self-reflection which leads to personal growth.
2. Be passionate about finding your next opportunity. That’s the only way you will weather the bad days. Being passionate is nearly impossible to fake. If you are questioning your passion or rolling your eyes at this bullet, it may be time to re-evaluate your career. Ask yourself, what would make me truly excited to go to work every day? Write it down and reflect on what you see there. Because if you don’t truly want it, you are wasting your time. A career shift may be in order.
3. Have a positive attitude. Much of your success in transition hinges on your mindset. A positive attitude is essential. It not only makes you look like a more appealing candidate, but it will see you through to the finish line. Transition is a journey with many positives along the way if you care to see them.
4. Be confident. Make sure your confidence is at its highest level. Confidence is like a bank account; you must make deposits regularly. Use positive self-talk as deposits. Stop any negative thoughts in their tracks and replace them with positives as much as possible.
5. Put your baggage away. Put any emotional baggage behind you so you can focus on the future. This is key. You will not progress in your search if you cling to baggage. Allow yourself some time to process and wallow, but then put it firmly in the rearview mirror. Future employers can smell baggage a mile away!
6. Remember your advantage in being unemployed -- you have more time to prepare. Sure, this may be the first time in 20 years you’ve had any time off, but resist the temptation to adopt the vacation mindset. This doesn’t mean you can’t take time with your family or take that trip to Hawaii for a week. But you must view the transition process as a job once you return. Put yourself on a schedule, set specific daily goals. “I will call xx number of people.” “I will apply for five jobs today.”
7. Differentiate yourself from the competition. You have to differentiate yourself from your competition both on the alignment side for each position you interview for and the relationship side when you meet new people. You must be able to answer the question, “What do you do exceptionally well, better than most?” If you are unable to answer this question, call on people who have worked with you and ask them.
8. Focus on what you can control. Activity equals results. In transition you should focus on hours per week, calls made/attempted, expanding your network with every call, and getting paper out. “Paper out” is represented by a cover letter and the resume for a specific opening either with the recruiter or directly with the employer or creating a marketing letter.
9. And lastly, you have to be intentional. You must move through the steps intentionally and consistently. What does intentional truly mean in this instance? It means being thoughtful and strategic. Thinking through every phone call, every application submitted and every cover letter written. Be in the moment.

As with any math problem, the correct formula above must be followed, in its entirety, to obtain the right answer or in this case – the desired result. Skipping steps not only renders a different answer/outcome, but also shortchanges you on what you are truly seeking – a successful transition. At the risk of sounding like your 8th-grade math teacher, in order to get an A, you must show your work!

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The English language is one of the most difficult languages to learn. That is, in part, because it is full of “sayings” or “idioms” that we use in everyday speech, most of which originate from cultures around the world. Such sayings make no linguistic sense unless you know the story behind them. Nearly all cultures pass wisdom down to us in stories and proverbs. Over time these stories are shortened to phrases, giving birth to these confusing riddles and idioms. One such idiom that dates back to the days of the Egyptians is, “speech is silver; silence is golden.”

This is wise advice to the child listening to his mom instruct him on what to do or not do, but in business, silence is not your friend. This is particularly true with individuals I work with on a daily basis in the career transition industry, such as those gainfully unemployed and recruiters looking for viable candidates for their client.

Here is what often happens. My client applies for a job, does not get a response, or gets an automatic, “thank you for your application,” message. Then the silence comes... for days and days. And it is in the silence that the situation starts to break down. My client creates a story around the WHY. “They must have Googled me and found xyz article... and have eliminated me from the candidate pool.” On the flip side, the recruiter or hiring agency may also be waiting for the candidate to follow-up, or perhaps they are waiting on their client to move the search forward. Again, the problem is the silence. The void of information, leaves us room to create a story, giving us room to build your reputation according to our perception. It is incredible really. Proof that human imagination is still thriving.

Here is how you can break the silence and take control of your reputation.

Keep in touch. Respond in a timely manner. Even when you do not have time to fully address a request or have an immediate answer; tell them that. Do not give them the opportunity to create a story. Stories created in silence are nearly always much more negative than the truth.

Remember: Both what you DO say and what you DO NOT say sends out a message. You bind your reputation to be what you want based on your behavior, which is entirely within your means of control. By responding and filling in the silence with your perception, you can build your reputation the way you want it to be built.

If breaking the silence is so easy, why do we not do it?

1. We are not aware of our own impact on people. We do not realize that a simple communication from us, keeps others from judging us and creating a story to close the gap.
2. We do not know how to say no, so we say nothing at all. While “no” might not be the desired response, it is an honest one, and at the very least shows respect to the person making the request, that ample consideration was at least given. People need to feel heard.

We need to do a better job closing the loop and in doing so we control our reputation. I continue to work on this area myself and strive to close every loop. To those I have not done this effectively with in the past, I sincerely apologize. The individual who consistently closes the loop separates himself/herself from the pack and will stand out in a positive way.

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Why is it that too much of something becomes a bad thing? We have all heard that phrase, “too much of a good thing.” And while we might not like to admit it, it is true. I have a weakness for sugar, but if I eat it too often, I gain weight. This causes a chain reaction because being fit is also important to me. So, I compensate for this love of sugar by increasing my hours in the gym. As I increase my hours in the gym, I forgo time at home with my wife and family. Life is full of balancing acts like this one.

Another such balancing act is needed between confidence and arrogance. As an executive transition coach, I work with clients on confidence frequently. Although, it should be noted that even though I have been in the healthcare business for 30 years, I can name only 10 people I thought were truly arrogant. Most people in healthcare seem to be somewhat humble, but when that is overstated it too can become a negative.

What is arrogance? Somebody once said to me “confidence becomes arrogance when performance dips.” At what point does confidence become too much? When does arrogance come into play, and how can you strike a balance between the two? The answer lies in humility ...or rather in your ability to be humble.

Urban Dictionary states that, “To be humble is to have a realistic appreciation of your great strengths, but also of your weaknesses.”

Your confidence level is absolutely essential in securing your next position. Sometimes the client is overly afraid of coming across as cocky, other times the client is already so cocky, we have to work on humility and self-awareness. Whatever side of the spectrum the client falls on, we talk about ways to meet in the middle and find their sweet spot.

How to find your confidence sweet spot:

1. Take an inventory of your professional accomplishments. Be honest with yourself. Be proud of yourself. Self-awareness is the first step in identifying whether you fall on the arrogant or the self-deprecatory side of the spectrum.
2. Record yourself talking about your accomplishments. Then play it back so you can hear how you are coming across. Does it sound like bragging to you? Or perhaps you are actually downplaying the work you put into a project? Neither scenario is ideal, but if you are able to identify it, you can modify your message and practice a new approach to telling your story. One that is genuine and strikes a healthy balance between what you accomplished, while giving credit where due.
3. Observe others. Seek out and observe people with the right level of confidence and write down your observations. It always helps in defining what the right level of confidence is for you.
4. Ask a friend or two to be candid with you. Look at yourself through their eyes. Put your pride to the side and take note of any areas they identify where you could make improvements. This is sometimes very difficult and hard to hear, but if you really listen, it can be invaluable feedback.
5. Be willing to take responsibility, but not too much. Arrogant people don’t like to take any responsibility, while confident people admit their error, and create an action plan to remedy the error.

Above all, be genuine and honest with not only everyone else, but perhaps most importantly -- to yourself. When you are able to see yourself objectively, both the positive and the negative, then you can speak confidently -- and with the right amount of humility -- during your next interview or conversation with a recruiter.

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You have worked dozens of job leads for weeks, biding your time, going on countless interviews, networking with numerous people, and now you possibly have multiple job offers on the verge of coming to fruition. Yay for you! Let's hold the champagne; it is not quite over. You are simply moving on to the next stage of transition -- from the job search to the negotiation and acceptance process.

It is inevitable and fortuitous that one of your job prospects will make an offer. And unless it is the job of your dreams, you will want to buy some time to see what other offers come your way in short order. Note: Even if this IS the job you have been waiting for, the following process is still applicable as a means of navigating the negotiation process.

How to navigate the job offer and acceptance process:

Step 1: Give them an affirmative and positive-sounding response: I really appreciate the offer and find this to be an exciting opportunity. By staying positive you give the immediate impression that you are going to take the job without actually committing yourself to it just yet.

Step 2: Negotiate the response timeframe: This is a big decision; would you allow me time to discuss this with my family? How about———? This will also give you time to get any additional questions that are outstanding answered.

Step 3: Find out your point of contact. This will give you a direct line in to pose intentional questions. It also lets the prospective employer know you are very interested and serious about accepting this offer.

Step 4: Determine if the offer and the job are in alignment with your requirements. Ideally this is a list you have already created by this point in the job search process, but if not, go ahead and create a list of 12 criteria, in priority order, of requirements that your ideal job meets. This includes everything from the culture to location. Then compare how this offer stacks up. This tool forces a logical decision based on all factors rather than a limited few.

(Steps 5 and 6 are specific to those wanting to buy time. If you have your dream offer in hand, skip to step 7.)

Step 5: Ask follow-up questions. DO NOT GO SILENT while waiting to hear from another potential offer. You can legitimately extend the existing job offer timeframe by asking valid questions (one at a time in some cases) that you truly need answered. Employers anticipate and expect you to have questions. By asking questions, you keep the offer on the table and the prospective employer engaged and interested in you as a candidate.

Step 6: Request an additional phone call with your potential supervisor. This is generally done after all your questions have been answered, or as a final move prior to accepting the position. Chances are good that if your questions become too detailed your contact person will offer to connect you with this person anyway in an effort to help you come to a decision more quickly.

Step 7: Always negotiate. Even if you know you plan to accept regardless, negotiation is a must and often one last test in the hiring process. If you do not attempt to negotiate, particularly at the executive level, what does that say about how you will handle situations on the job? Ease into a negotiation conversation by stating all the things in the offer you are pleased with, moving on to your requests after they realize you respect and are happy with much of their offer. If it is money or time off you are seeking, the rule of thumb is to ask for double what you are wanting, and agree to split the difference. Meet them in the middle. During a good negotiation, both sides come away feeling they have won.

A key point to remember while working the steps outlined above is to remain genuine in your interest in the position -- both to yourself and your prospective employer. To work through the steps above effectively, you have to be able to see yourself happy in the position. Even if there are other offers hovering, you must feel comfortable in your decision to accept the one on the table. This decision-making process often reveals if this is the right offer and if you are still teetering because of hope of another offer after going through these steps, then go back and review Step 4, because something may not be in alignment with this particular offer. Always remember that if the prospective employer is treating you a certain way now in the "honeymoon stage," it will only get more pronounced later on.

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Over the past 20+ years, I’ve worked with hundreds of healthcare professionals in various stages of career transition. Sometimes they seek out my company’s services, striving to move up the ladder or switch career direction. Other times they are introduced to us via their former employer as part of a severance package or just after they were terminated. It’s the latter of these two scenarios that I want to address.

It is very easy to assume when someone is terminated or unemployed it is entirely their fault. Perhaps they did not perform to company standards, or maybe they did something wrong, right? This is, of course, always a possibility. However, years of experience has shown me this is very often not the case.

Top four reasons for unemployment:

• Performance Issue - They did not meet the expectations/goals set when hired into that role. Many times personal issues cause the performance issue, especially if the employee had been in the role many years and the issue arose unexpectedly.
• Politics - They did not “play the game” correctly or at all. Many high performing executives, experts in their fields, have found themselves “gainfully unemployed” due to not having navigated the political waters within their organization well. In other words, they found themselves on the wrong side of an influential person or persons.
• Business Decision - In healthcare, with the many mergers and acquisitions occurring, it is quite possible that someone is let go because their team happened to be on the acquired side and the purchasing organization’s team makes a number of executive positions redundant.
• Relational - If you haven’t developed a strong relationship with your boss or other key stakeholders, you may find yourself without a job. For example, one individual we worked with thought they had a fairly good relationship with their boss, but may not have spent enough time focusing on or cultivating it, because when the company reorganized the region, it created a job duplication with their job and a person from another region. The other person had formed a deeper relationship with their boss, therefore they were out.

Don’t make assumptions that unemployment is always a performance issue. To do so blinds you to really great candidates. A lot of highly qualified and specialized talent is displaced due to number two, three and four on the list – politics, business and relational decisions. I urge you to take a closer look at the applicants who are “gainfully unemployed” and really assess them based on their qualifications and accomplishments. Take the time to ask them what their story is, and really listen to what they tell you. More often than not, you will be glad you did and be able to bring exceptional talent to your client or organization.

Connect with us on LinkedIn, join our Active Network Program and look at the other areas of connection we offer.

We wanted to make you aware of some changes to the Wiederhold & Associates team. Please see our announcement below.

Mitali Paul, MHA, MBA, FACHE, who has been with Wiederhold & Associates almost four years, recently accepted an opportunity to step back into a hospital executive role. As of August 1st, she will be the CEO of a brand new inpatient rehabilitation hospital scheduled to open in Fall 2018. While we will miss her and her contributions to Wiederhold, we are sure you join us in wishing her much success in her new role. Mitali will continue as a trusted advisor to our organization moving forward.

Chris Ekrem, MBA, FACHE, has come on-board as Vice President of Business Development and Operations for Wiederhold & Associates. Chris brings two decades of hospital administration experience in healthcare operations, management and financial leadership. He led highly successful business development projects during his tenure in operations and administrative leadership roles at community hospitals, academic medical centers and Critical Access Hospitals in Texas and Kansas. Chris began his career as a financial analyst at Florida Hospital in Orlando, Florida, and expanded his skill set through project manager and decision-support positions before advancing to the C-suite in roles as a Chief Operating Officer (Kansas) and a Chief Executive Officer (Texas). Most recently, he was Vice President at Tyler and Company; a retained healthcare executive search firm in Atlanta, Georgia.

Chris earned his Bachelor of Business Administration in Finance from Baylor University in Waco, Texas and his Master of Business Administration from the University of Redlands in Redlands, California. He holds a board certification in healthcare management as a Fellow of the American College of Healthcare Executives (FACHE). In addition to his long-standing membership in ACHE, Chris also has been active in state healthcare leadership as a Texas Hospital Association Leadership Fellows graduate and as a Kansas Hospital Association Leadership Institute graduate.

Chris is very passionate about helping people in transition, delivering excellent customer service, and mentoring healthcare executives throughout their journey. In his free time, Chris enjoys teaching high school students about personal finance for Junior Achievement and mentoring early careerists through ACHE in Tennessee/ Georgia. Chris is married to Lindsey, his best friend, a busy mother of two, and a highly skilled nurse. He also tries to keep up with his enthusiastic two-year-old son, Grayson and six-year-old daughter, Brianna.

Thank you,

Jim Wiederhold

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The word intentionality or intentional has become very popular over the last couple of years. Hopefully, the meaning of the word will not be dumbed down to the point of being overused and ineffective.

Intentional- Done on purpose, deliberate

Intentionality- The fact of being deliberative and purposive

I embraced this word almost two years ago and it has become a very important part of my vocabulary and ultimately -- my success.

I attach intentionality to nearly everything I do. Whether it be choosing what to eat for breakfast or looking at my schedule for the day, in that moment, I am focused on giving the best of me and intentionally becoming hyper-focused and in-the-moment.

Here are some ideas that apply not just to career transition but also to you in your everyday interactions.

1. Be focused on your interactions. Any interaction, whether on the personal or business side, I make a conscious effort to bring some level of value to the interaction. I don’t just pull this out of the sky, I think about it before the interaction actually takes place. However, this does not mean I have to control the conversation. Even when all my plans fall by the wayside, I can be a very intentional listener and that will always bring value to the conversation.
2. Minimize multitasking. Make the most of your day with “zones.” I am intentional about getting the most out of each and every day. I utilize the concept of zones. Setting my calendar up this way allows me to reach proficiency in one task before moving onto the next zone. I relate it to running because in the beginning, you’re not very efficient, but as you proceed you reach the highest level of efficiency in your stride and breathing with the least amount of energy. However, eventually you will start to tire and you will lose that efficiency. It is at this point that I move into the next zone. I do not allow, as much as possible, outside disturbances to distract me while I am in that zone and I do not engage in multitasking. I am very much in the moment.
3. Find balance in your daily routine. After many years, I’ve come to realize that three things must be in balance in my life in order for me to be at my best. They are sleep, diet, and exercise. When these are not in alignment, I don’t make the best decisions, nor do I ask the best questions. On days when I’m out of balance, I will minimize my contact with people and not make any major decisions. Even this is intentional. We all have off days. Overall, I am very intentional about keeping these in balance. It’s not just being aware of the need for this balance, but taking action and creating the best, most intentional you.

Intentionality has a great deal do with preparation. Without preparation, how can we really be intentional? Without preparation, how successful can we be? Let us not fly by the seat of our pants, let us be purposeful about what we do, mindful about how we live and what value we have to offer in each and every moment.

Join the WIN (Wiederhold Intentional Network)!

The main purpose of the Wiederhold Intentional Network is to take networking from the typical shotgun approach to the rifle approach.

1. You will expand your network with little effort on a consistent ongoing basis with individuals at a similar level.
2. You will gain industry intelligence from these key interactions.
3. Most important, you will give back to others as a resource and a catalyst.
4. It's free!

Contact This email address is being protected from spambots. You need JavaScript enabled to view it. to join or click here for more information!

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We all need guidance. Even the most seasoned professional needs a sounding board from time to time. I am a firm believer that as professionals we can choose to never stop growing, learning, and evolving into the best version of ourselves. Part of this growth is directly influenced by the people we seek out for support.

One of the things my mother said to me as a young adult was, “You are the company you keep.” I didn’t realize it at the time, but she was talking about mentorship and being mentored in the most basic sense. To affect another in a positive way and to have them do the same in return, all while growing as a person.

Three ways a mentor/mentee relationship adds value to your life:

1. Lends you a new perspective. Being a mentor or mentee puts you in the mindset of the other person, even if just for a moment. It can be invaluable to get the perspective of another professional on situations that are occurring in your world in which you feel you have little to no control over. This type of discussion could lead to possible action items or solutions. At the very least, you will leave the conversation feeling like someone actually understands.
2. Growth opportunity. Often your mentor has been in the profession longer than you and can offer additional insight into a lot of different scenarios. Soak this type of information up and learn from it. Take the gift of hindsight they offer you and make improvements and grow because of it. Conversely, a mentor can grow equally from the vision a younger professional may bring to the table.
3. Expand your network and give back. Share connections with one another. Start building relationships with the professionals that your mentor/mentee connect you with. This is how genuine professional friendships are created. It’s interesting how things work. While you might be the mentee in one relationship, you will become the mentor in the next. In each instance though you will grow as a professional and as an individual. It’s a win-win.

At Wiederhold & Associates we are launching a mentor program offering our large network of professionals the chance to create deep and meaningful professional relationships with one another. With over 25 years in the healthcare industry, Wiederhold and Associates has one of the largest and most effective networks in the United States. Our Mentor Program takes this network connection one step deeper. It gives the mentor and the mentee the opportunity to use common experiences to glean further insight into life and career situations. There is no stronger bond than those created through shared experience.

Interested in joining our Mentor Program? Click here for more information.

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A common question I get is, “How do I talk to recruiters?” Treat the call like any conversation. Be genuine and interested. The primary goal of the conversation is to gain a partner in the search for your next position.

If you approach each conversation with a recruiter as an opportunity to create a partnership, build a relationship and make a genuine connection, you will see more job opportunities sent your direction.

Here are four tried and true ways to connect with recruiters:

• Do your homework. Find out what you can about the recruiter and his/her organization. This will help you create a connecting point, or something you have in common. If that happens to be a mutual connection, be sure you find out the nature of their relationship before you name drop. You won’t do yourself any favors if you mention someone they don’t know or someone they don’t like.
• Have a great value statement. Get their attention with your positive attitude and make them want to call you back. Before calling the recruiter go through your own resume/CV. What does a recruiter want to know about you and the organizations you’ve served? What makes you different from other candidates? The more specific that you can be by showing impact through measurable outcomes, the more weight it carries and the more memorable you become.
• Always have some good open-ended questions ready. Seek their feedback and draw upon their experience within the industry. Ask them what they look for when identifying a strong candidate and deciding to move them forward. Let them know you are always looking for a way to present information to recruiters and hiring managers in the best, most efficient way possible and in the format they desire.
• Determine your next steps. You may not get into a search, gain connections or helpful information from the recruiter during the call, but don’t let that stop you from creating your own follow-up plan. Mention to him/her that you will be checking in with them periodically and encourage them to do the same should an opportunity come across their desk that might be of interest. Cultivate and grow that sense of partnership between the two of you and under no circumstances do you want to be perceived as going around them to get to an opportunity they are representing.

It’s important to remember when working with recruiters that you are not their only prospect and while they have your information in their file, it is necessary for you to make the effort to reach out to them on a regular basis in order to stay in the top of their mind. There is no room for ego here, instead try to think of it as cultivating a genuine relationship and partnership so that they can effectively help you find the next job opportunity.

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As a job-seeker, one of our biggest pitfalls is failing to align ourselves properly with the position. Simply put, we use our language and not their language, otherwise known as the wording used within the job description. Your accomplishments and job experiences may fulfill all they are asking for and then some, but if you fail to communicate it in the organization’s words, your cover letter and resume are likely to get tossed aside and overlooked.

How to properly align your cover letter and resume with the job description.

1. Read it. It may sound basic, but so many people don’t truly read. As you read it, highlight key responsibilities or recurring elements throughout the description. These are “their words” or the phrases that you need to use in your cover letter and resume.
2. Next, tweak your cover letter and resume to include those critical elements. Use your existing accomplishments to support their words. Often it helps to use their language as headers and even bold them, creating a bulleted list of your accomplishments beneath it. Your goal is to make it as easy as possible for them to see you are aligned perfectly for the position, even if you do not have the typical background.
3. Also important is to close your cover letter with a short paragraph showing you identify with the mission and culture of the organization. You may or may not be able to glean this from the job description. If you can’t, do further research online and through your own network connections.

Aligning yourself with the job description may give you the edge you are looking for, effectively separating yourself from the competition. It also sends the message to the hiring manager that you have given their position thoughtful consideration by taking the time to cater to their organization specifically. You can bet this personal touch is noted and appreciated.

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The holidays are the perfect time to reconnect with old friends and colleagues that you may not have spoken to in a long time. The season is full of celebrations and parties where you are in the presence of a lot of untapped potential. Potential to make a connection. Spark or rekindle a new or old friendship. Networking is all about finding connection points.

Finding that common ground that endears you to the other person and during the holidays, those connections come even easier with the added ingredients of warm fuzzies (eggnog anyone?) and a healthy dose of good cheer. So, when you are headed to the next holiday party, don’t groan and moan and count the hours until you can be home in front of the fire, look at it as an opportunity to widen your net and build up your network.

How to work a room:

1. Don’t stand by the front door. When people first arrive to a meeting or party they are nervous and looking for a place to put their things or visit a bathroom. Standing by the door is a sure way to get overlooked.
2. Spend only five minutes with each person you meet. This is long enough to listen to what makes them unique and for you to establish a connection within exchanged pleasantries. Get their business card and offer yours if asked in return.
3. Make notes on their business cards. Anything that will help you remember that person when you look them up later is invaluable. There is no way you can keep everyone you meet straight and that one detail about that person could be what gets you that future meeting. It adds the personal touch.
4. Follow-up. Think of how many times you given out your business card. Now think about how many times someone used that business card to reach out to you after the fact? Part of working a room successfully lies in the follow-up. Connect with the person on LinkedIn, shoot them a quick note telling them how nice it was to meet them and add the fun fact about them you jotted down on their business card.

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In lieu of mailing holiday cards, and in keeping with the spirit of giving during this time of year, Wiederhold & Associates has made a donation to a charity in honor of our clients, network members and friends for being a part of our lives this year. For 2017, due to the amount of natural disasters the U.S. faced this year, we have selected the Salvation Army as the recipient of our donation.

The Salvation Army helped with all the hurricanes that hit the U.S. this year and are currently assisting in California with the wildfires. More information on their efforts can be found at Salvation Army news.

We at Wiederhold & Associates hope and pray that you enjoy a happy and safe holiday season. As you enter the New Year, never forget what is most important: your faith, your family, and your friends.

Jim Wiederhold and

The Wiederhold & Associates Team

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Recently, I became certified in the Leadership Circle Profile, the most comprehensive leadership assessment system available. This is the second assessment I added to my tool chest focusing on leadership. The first was the Hogan Assessments. Together, these are a powerful measurement of where a leader is now and how he/she can improve. That decision has to be made around internal change.

The Leadership Circle Profile is a true breakthrough among 360 profiles. It is the first to connect a well-researched battery of competencies with the underlying and motivating habits of thought. It reveals the relationship between patterns of action and internal assumptions that drive behavior. Ultimately, the Leadership Circle Profile goes to a source of behavior to get greater leverage on change.

Second, the profile creates much more than just a list of behavior competencies. The Leadership Circle Profile Results are organized into a very powerful system for understanding human behavior and development, as well as for making sense of the interrelationships between the many dimensions of yourself. Unlike most profiles that take hours to interpret, the Leadership Circle Profile integrates all this information in a way that brings the key issues to the surface instantly.

The data in the Leadership Circle Profile reveals itself in seconds.

At a glance, the whole gestalt is accessible-putting leaders in touch with what is working, what is not, and why!

In most organizations, this treasure trove of information remains buried. Leadership Circle Profile makes it easily accessible

The Leadership Circle Profile provides you with a leadership MRI, giving you the entire picture in one diagram. I am proud to offer this tool to my clients who are ready to evaluate their inner leader and discover how to bring him/her into their everyday life.

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We are grateful for our clients, associates and friends.

Wishing you and your loved

ones a Happy Thanksgiving!

Jim

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Are you looking to be promoted?

If getting a promotion is important to you, then it is time to sit down and ask yourself what you can be doing to actively advance your career. Here are some suggestions.

Regain Career Momentum

Define what success looks like to you. Once you have established the main target, break it down into smaller achievable steps and goals. Implement a workable system that will increase your technical and emotional skillsets needed to move from one step to the next.

Manage Up

Managing up means that you go above and beyond the tasks outlined in your job description. You continuously go the extra mile. Your job is to make your immediate manager’s life easier. Learning to effectively "manage up" can put you in a great position to align with your immediate supervisor, integrate effectively with the organizational culture, receive great recommendations, and ultimately help you on board effectively.

Help your stakeholders recognize your ability to build and lead a high-performing team that goes above and beyond the call of duty. Leading well on a small scale shows initiative and ability. Report team successes to your direct supervisor, giving credit to both the team and team members. As their leader, their success is your success. Consistent progress in leading a high-performing team will show that you are able to graduate to more responsibility.

Build Your Network

Networking/connecting is essential to your success both while gainfully employed and in transition. Networking with a purpose is a vital component of anybody's career success but is often terribly neglected.

Ask Questions / Survey Your Surroundings

•Have I asked my immediate superior what it takes to get to the next position?

•How has this organization historically handled promotions?

•Do they generally promote from within or seek externally?

•What is the general time-frame for people to get promoted within the organization?

•Is the person you report to going anywhere?

•Does the person you report to have a history of mentoring his/her direct reports?

By defining your goals, developing a strategy, and become intentional about executing your plan, you can increase your chances of advancement immeasurably.

Here's to your success!

Jim

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A courageous person takes an honest look at who they are. A powerful person acknowledges their weaknesses and strengths then understands how to use them both successfully.

Leadership involves building and maintaining a high-performing team. Anything that detracts from your ability to build a team also detracts from your performance as a leader. Behavior impacts performance.

Personality assessments are designed to measure traits/behaviors that are part of an individual’s make up. Organizations attempt to utilize these to assess both fit and performance in certain positions but the real value is that an individual can get real insight into their strengths, potential areas of opportunity, and motivators.

It is good to be able to understand, articulate and utilize your strengths. Think of these as the gas pedal in a car. When utilized properly, they will move your leadership forward. However, it is also important to understand when you’re putting your foot on the brake and negatively impacting your leadership journey. An effective assessment can help you understand what is propelling your journey and what is holding you back.

What Inhibits Your Success?

To help you understand your strengths and motivators as well as identify your risk factors, Wiederhold & Associates offers The Hogan Leadership Forecast Series. Through the series, you will receive a report designed to help you develop as a leader.

It will provide insights about your behavior and traits that showcase strengths as well as behaviors and traits that could potentially undermine or inhibit your performance. And if you’re committed to being the best leader you can be, we will help you determine the best way to enhance your awareness and make impactful change.

If you’re in transition, a seasoned executive looking to take your performance to the next level or a leader who is ready to get off the hamster wheel, the HOGAN LEADERSHIP FORECAST SERIES may be your next step to finding true success.

Learn more about Wiederhold & Associates

HOGAN LEADERSHIP FORECAST SERIES

Here's to your success,

Jim

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Studies show that an average of 50% of newly hired executives not appropriately onboarded, either quit or were fired within their first three years.

A successful onboarding program accelerates the executive’s breakeven point on the investment the organization has made in talent acquisition and retention, as well as, aligns behavioral changes with organizational outcomes and goals. Results are just as important as the process.

Wiederhold & Associates Executive Onboarding Program

Wiederhold & Associates is perfectly positioned to be your partner in ensuring that your investment in new executives continues to reap long-term rewards, rather than ending up with the above-mentioned results. The Wiederhold & Associates team with 26 years of transition expertise in healthcare, focuses on tangible results in addition to ensuring a smooth transition.

Key Program Strategies Include:

• Defining roles and responsibilities
• Clarifying strategic results and creating new ones
• Managing expectations
• Building relationships and coalitions
• Managing intellectual and emotional reactions
• Maintaining balance
• Aligning and strengthening the leadership team
• Completing in-process assessments

Specific Areas of Focus Are:

• Executive’s personality and behaviors
• Alignment of goals/outcomes
• Building stakeholder lists
• Focusing on early wins
• Navigating organizational politics
• Learning organization’s culture
• Maintaining visibility
• Time management
• Balancing relationships/results
• Enhancing executive’s knowledge of the organization’s market
• Understanding organizational history
• Assessing skills and behaviors
• Building confidence
• Developing executive’s team dynamics
• Enhancing communication
• Creating a business journal
• Establishing a brand
• Empowering the executive’s voice within the organization
• Managing change
• Maintaining balance

To learn more about Wiederhold & Associates Onboarding Program, download a tri-fold brochure here.

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Oregon's Eagle Creek fire along the Columbia River

Monday we reflected on the September 11, 2001 attack on the United States. It was a pivotal moment in the country’s history and Americans continue to recognize its importance in our lives on its anniversary each year.

Currently the United States is experiencing another significant chapter with wide ranging weather conditions that affect a large portion of the population. We have had two hurricanes since August 25, and Jose, a third storm following them could feasibly land in the Virginia area; there are dozens of forest fires in over ten western states; and as of Sunday night, 260 earthquakes have been registered in Idaho since September second.

The Wiederhold network extends nationwide, either as current or past clients or simply those we know as friends and colleagues. We continue to think of everyone in harm’s way and hope for the safety of them, their friends and families.

We wish you and your loved ones a safe and fun holiday weekend