I recently had the honor of co-presenting with Mike McBride, Regional President and COO of Ascension St. John, at the American College of Healthcare Executives - Southeast Texas Chapter’s conference in Houston. Our session, “Identify Your Next Career Move,” took the attendees through what makes up a successful career transition -- from self-branding to job interview preparation and all the steps in between.

Key takeaways from our presentation:

Access your mindset

Are you a glass-half-full type of person? Are you in a dark place in your current workplace? Building confidence is a key ingredient to success. To enter a transition without the highest level of confidence is a formula for failure. You must rebuild confidence before you start.

Unpack your baggage

At a certain point in our lives we all acquire baggage. That's a given. It's what you do with that baggage that matters most. Have you shoved it to the back of your closet to deal with later, or is it neatly unpacked and sorted and processed? If it is the former, then you have work to do. You will not make headway in a job search until you have dealt with your baggage.

Speak to your achievements

How are you at speaking to your abilities and achievements? If you cringe at the thought or don't know where to start, you have some work to do before you are ready to make your next career move. Never assume that the person interviewing you will read between the lines just because you have it as a bullet on your resume -- you must verbalize it.

Know your value

What is your superpower? Determine what differentiates you from other people who may be competing for the same job. If you are having trouble determining what makes you different, form an informal advisory board made up of close friends and colleagues. These are the people you can not only trust to tell you what your strengths are, but also areas where you can improve.

Develop your criteria

Create a list -- in priority order -- of factors that matter to you as you seek a new opportunity. Culture and mission should always rank somewhere on the list, but should also include personal factors that are specific to your work/life situation. Use this list as a guide when you determine if an opportunity is right for you.

Identify and research target organizations

Develop a list of companies and organizations that you have a strong interest in. Why are you interested in each of these companies? Be specific, and if they don’t align with your criteria list, then revise. If they do, research them thoroughly. Start connecting with individuals who work at this company on LinkedIn and developing genuine relationships within these organizations.

Build and work your network

Research shows that you will find your next opportunity through someone you know. A good, quality network takes work. You must be intentional and consistent in your outreach efforts to nurture and grow your network. Set aside time each week to focus on cultivating relationships within your industry.

Polish and build your professional brand

You are how others perceive you to be. Your brand includes everything from your resume to what shows up when your name is searched for online. While some perceptions can be outside the realm of your control, many are controllable. You can create the professional image you want to portray. Areas include your:

• Resume
• Verbal self-introduction (Answers “Tell me a little bit about yourself.”)
• LinkedIn profile
• Google search results (Are they positive/negative/neutral?)

Own the interview

Once you have an interview scheduled -- investigate, practice and prepare. Research those interviewing you. Reach out to network connections that may have inside knowledge of the culture of the organization or might provide you with a connecting point that could prove invaluable once in the interview. Practice your talking points out loud or with a trusted friend. Be prepared to explain an awkward exit from a previous position or extended career gaps on your resume.

While sometimes it takes seeing a certain job posting to spark your desire for a career change, it’s far more effective to begin working on the areas above well in advance of that moment. That way, when the right opportunity does come along, you are ready to start that journey.

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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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.

With confidence, you have won before you have started - Marcus Garvey

As we continue to explore successful attributes, another imperative soft skill is confidence. Confidence is having faith in your own skills and abilities. It is an attribute difficult to measure, but its absence hardly goes unnoticed. Why is confidence so important? Confidence is attractive. Charismatic people tend to exude confidence. Confidence can help you harness your inner potential. Research supports that confident people accomplish more. It has the power to help you overcome challenging situations, take risks, and handle curveballs thrown at you. Confidence helps you establish trust with people and engage them. It makes you appear more competent and helps you win the respect of others. Dr. Ivan Joseph, a professional soccer coach admits that throughout his career he recruited his players not based on their talent – how high they could kick the ball, or how fast they could run or the team spirit they displayed, but on their self-confidence. He believes that everything else is a coachable skill or trait. Tedx Ryerson University

You can display self-assuredness or lack thereof it in more ways than most people are aware of. How you present yourself, your gait, tone of voice, the words you use, non-verbal cues, interpersonal skills, relationships, even your online or social media presence can paint an image of your confidence level. All these aspects create your “presence”. A limp handshake, lack of eye contact, shifty movements, slouched posture, and excessive use of “I think”, “ums” and “ahs” are some common faux pas to watch for. Non-verbal cues are important expressions of power dominance. It governs how other people think and feel about you. You can influence other people’s reactions by exhibiting confidence. People tend to focus more on the delivery than the message itself. Hence, this can be a powerful tool in controlling how people view and react to you.

Have you met someone and wondered how they landed that deal or got the job they have? I know I have many times. If it wasn’t relationships or networking that got them that far, it was their confidence and most likely their confidence played a very significant role in their relationships.

Charisma is not the same as confidence but we all gravitate towards charismatic leaders. Another reason confidence is important is that appearing confident augments your charisma. Have you ever been in a room where one person’s presence dominated the room? They seemed to captivate their audience and drew people in with such ease. John Antonakis, an organizational behavior expert, suggests that charisma can be practiced as a skill utilizing verbal and non-verbal tactic. And once you grow your charisma and connect with more people, your confidence will inevitably be boosted. How to Read and Predict People

Confidence is like a bank account - you must make deposits to have a balance available for withdrawals. You must draw from various sources so not to deplete your funds. Just like a diverse investment portfolio that minimizes risk, you need to have different buckets that you gain confidence from. Identify your buckets and keep them replenished. Recharge your batteries…success is just around the corner!

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

If you find yourself in transition one of the worst things you can do is limit your job search. Do not say things like, “I don’t want to live in . . . . that part of the country,” or “That job is too small”. There are several reasons to cast a wide net:

1. Practice. Getting a job is totally different from doing your job. If you’ve not interviewed in the recent past (6-12 months) you will be rusty. Casting a wide net gives you interview practice.
2. Confidence. Getting in multiple job searches builds your confidence and confidence sells.
3. Leverage. Which sounds better- “I have nothing going on,” or “I’ve had 3 interviews in the past two weeks.” The latter makes you look marketable to others.
4. Networking. Every time you enter a job search you get an opportunity to start meaningful relationships with recruiters, executives and hiring managers. 80% of jobs are won through networking. These relationships pay off in the long run.

You have nothing until you have a job offer. Work to get the cards in your hand and do not ever turn down a job that you don’t have. Cast a wide net in your job search- you will be surprised to see what you catch. For professional help with your transition, please contact us at www.wiederholdassoc.com

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Career transitions can be difficult. The more desirable your next position is, the more competition you will face to secure it.

The top priority of an applicant is to stand out from the crowd. Having a great resume and a strong interview is a great place to start. However, most overlook this simple practice that will cause you to stand out from all other applicants: Follow-Up.

First, you must understand how important follow-up is. A good interview followed by poor follow up will not serve you well. An average interview can be positively impacted by excellent follow-up.

The positive outcomes of post-interview follow-up:

• Your resume gets shuffled to the top.
• You demonstrate your level of interest.
• If what you have provided is effective, you've increased the level of your candidacy.

During your interview process, connect with as many people as possible as it relates to a specific opening. When more people remember you, your chances of securing the position naturally increases. After the interview, it is your responsibility to keep each of those individuals updated throughout the process.

Get Creative

With an active search, the time frame for touch points/follow up should be a minimum of seven calendar days and a maximum of ten calendar days. Use a combination of the four levels of communication: face-to-face, telephone, text/email and regular mail. Everybody has their favorite on the receiving end, so try to mix it up a bit. Whatever combination of communication you choose, don't be afraid to let your personality show.

One of the biggest concerns for individuals in follow-ups beyond neglect is, "Will I be seen as a pest?" Remember, you only become a pest when your intervals of follow-up are too short and you're always requesting response. If you follow-up without forcing an agenda, they will be received very well.

Of course, I have only scratched the surface of effective active search follow-up. If you would like to learn more in-depth tips in finding success through active transition, please connect with me.

Here's to your success!

Jim

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I've done a lot of interview coaching over the last 22 years. If I were to grade my clients' beginning interview skills, most people would have a starting grade somewhere below average. This is by no fault of their own. It is common to not do well on things that are not practiced.

Working with my clients, I can raise the interview grade from a 'C' to an 'A' by practicing these basic principals before, during and after the interview.

Pre-interview, you must focus on tactics that will brand you in the most positive way. The goal is to have those who interviewed you to say these three things about you:

1. Excellent interpersonal skills
2. Is results oriented
3. Aligns well with the position

Creating this perception starts with preparation. Begin by understanding the five top critical elements of the opportunity so that you are able to address them with current experience and success. Also, develop an effective two-minute presentation which includes humanization, elevator, and your differentiation/value statement.
[ Click here to learn how to develop your 2-minute presentation.]

As you enter the interview, introduce yourself with confidence. Confidence, not arrogance, can set a positive perception from the beginning. As you engage in the interview, pay close attention to the person speaking and begin to mirror to match tempo, breathing, rate-of-speech, directness, etc. This makes each one comfortable with each other and sets the correct filter. Also, know exactly the statement you will make or the open-ended question you'll ask. By demonstrating your interpersonal skills, you give yourself the greatest opportunity to connect with and engage your audience.

When the interviewer engages with you, take your time to understand what is being said before you respond. Generally, people are so caught up in the world of listening to respond that we miss a vital part of the question. Answer questions concisely, close information gaps and enhance the answer when it adds value to the original thought. Always tell the truth but word it in a win-win presentation. This will provide consistency throughout the interview and keep you in a positive position.

Post interview, review how you did with the goal of improving for the next one. In order to lock in your follow up you need to ask yourself these following questions.

• Did the interview go well? If so, specifically why?
• What could I have done better?
• What did they focus on?
• What did I learn about them on a personal level?
• What value did I bring to the interview?
• What and when is my next step?

Imagine what would happen if you took the time to practice and prepare a well-executed interview. It could be a significant way to separate yourself from the crowd in a very competitive market!

If you would like more in-depth coaching to help you make the most out of your next interview, do not hesitate to reach out to me directly.

Here's to your success!

Jim

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I remember conducting an interview for a key leadership role and the candidate kept talking about results and accomplishments from their former job that did not correlate with our environment. We were turned off almost immediately. Remember - organizations have needs, people have skills. Your job is to clearly communicate that your skills are a match with the employer’s needs. You must fully understand why the organization is hiring for the position. What are the key skills and competencies needed? What are the measurable goals that define success?

When looking at a position, the first step is to obtain a copy of the position description and read it multiple times - highlighting pertinent sections that clearly demonstrate the reasons why the position exists (goals, skills, competencies). Organizations want to win- you help them win by clearly communicating how your skills are a good match to meet their needs. When speaking with the employer or recruiter, make sure to communicate your specific (numerical) career accomplishments that clearly demonstrate past success that match with the employer’s needs. Jobs exist to solve problems and meet needs- show them you can do both.

Matching your skills with an employer’s needs is nothing more than good listening. Make sure you understand the needs by reviewing the position description, taking notes when speaking with recruiters or hiring managers, and highlight your specific accomplishments that match their needs.

Check out this site for more help with sharpening your skills to match an employer’s needs.

Facilitating a successful job transition and search is a complex and intensive process. I have found most healthcare executives are trained and focused in their healthcare leadership roles, but are not experienced nor educated on how to conduct a successful job search and transition.

Frankly, most tend not to be very good at it.

Why is that? Most of us are good at things we do most of the time. None of us would be very good golfers if we golfed every two years. Job transitions are just like that. Executives don't have the opportunity to practice these skills often and there is real value in finding a coach or a partner who can accelerate the process.

Let me share a case of an executive that had tried to go it alone in her job transition and learned that with the right coach, training and navigation she could be very successful in her transition. She had the wisdom to realize she needed guidance to be successful.

To give you some insight, the client was a very high-level executive in a large health system. She had been trying to find a position on her own for approximately two years without success. Her organization had merged with another system who had the stronger position in the merger. The position they had offered her was not at the level she had been at and she decided to move on. She began conducting her own search process and was not as successful as she wanted to be. Eventually, she reached out to me for transition coaching.

What did she learn:

• I didn't know what I didn't know.
• I was not familiar with the current market and how competitive it is.
• My approach to networking was limited and therefore I didn't have a deep or substantial network.

What were her outcomes:

• My perspective on networking changed; it's much bigger and deeper than I thought it was.
• My relationship building skills improved.
• My communication skills improved.
• Jim as a coach was always available to me. Especially at high anxiety points.
• I was shown how I could do things better in the process.
• My goals for the transition needed to be broadened. I was often coached to add another needed step.

Working with this executive was a very rewarding journey for me because she had been out so long and was concerned about her ability to make a successful transition. We quickly moved her forward with the appropriate skills and were successful in helping her land a very good position. She was an excellent partner.

Transition and search is a very specific sales process – the process of selling yourself! With the right coaching, education and practice you can have a very successful result.

Here's to your success,

Jim

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Kyle and I just returned from an eight-day engagement with an organization that will probably be purchased by a for-profit system. This particular hospital is faith-based and has been part of this community for a very long time. I have had the privilege of working with their VP of HR over the last 5+ years with individuals who transitioned out from this organization. He had the foresight to bring us in to work with his executive team and key vice presidents and directors facing an uncertain future. Our focus was to give reassurance, provide new options and give them superior knowledge of the transition process both external and internal. This involved two days of group sessions and 17 individual video interviews with specific feedback for each individual. This not only required a great deal of hours during the workday as well as many hours afterward burning these DVDs and preparing for the next day.

Our takeaways:

• We made a difference. The journey may not always be what we want it to be, but knowing what will happen and how to prepare will make it that much easier. Going into this journey with a positive attitude makes it even better.
• If the way these individuals welcomed us and went out of their way to make our visit comfortable is the way they treat their patients, then the next time I have to be in a hospital as a patient, this is the place I want to be.
• Communication is the key on all levels. People can accept most anything when they are effectively communicated with in a timely manner, without information gaps, and with a focus on sending the right message.
• You would think that 17 people would all look the same after a while, but they all had a unique story worth our attention. Those differences made it easy for us to not become repetitive in our counsel, but to find something unique for every individual. That made the experience even more exhilarating.
• We all need to better understand the difference between what we can control and what we cannot. There are times that we have done all we can do and still the final outcome is not what we hoped. By not understanding this delicate balance we can do irreparable damage to ourselves and our careers.
• What I have always know, but was again reinforced, is there is no more powerful relationship builder than the face-to-face meeting. Other communication options pale in comparison.
• We can always continue to learn. Interviewing has always been the strongest part of my repertoire and doing these 17 interviews back-to-back I learned some things that will make me even more effective.
• The leader sets the tone for the organization. His/her personality is reflected in the leadership team. The leader here, in my estimation, set the right tone.
• These individuals and this organization have faced some serious challenges, much of which have been outside their control yet they have never given up. They have much to be proud of and I wish them the best and we will continue to help them in any way we can. With these individuals this is not the end, but a new beginning.

Both Kyle and I are returning home, feeling good about our efforts. We are hopeful that our newfound friends will end up exactly where they want to be.

Whether you're in transition or not, the concept of controllable versus non-controllable and desires versus goals is key to your success. When people are frustrated more than likely what they're doing is focusing on what's not controllable versus what's controllable. Here's a simple example; I can control the phone calls I make. The number of calls, the frequency of follow-up, the message I deliver, and the attitude I convey, but I can't control somebody calling me back, I can only influence them. If we would learn to focus this way, we would be much more successful and much less frustrated. I think we can all agree that frustration is a pretty useless emotion.

So the first thing we work on with our clients in transition is to start defining what controllable and uncontrollable is by the use of very definitive examples like making phone calls and receiving phone calls, asking somebody to expand your network and having them deliver a name. We need to stay focused on what we can control and not on what we can only influence. This applies to transition and everything else whether it’s business or personal.

Now let's add goals versus desires. When someone begins their transition we talk about goals that we can control versus desires, which we can only influence, and are not controllable. How does that translate into transition? We focus on four things which are controllable. First, the number of hours you dedicate each week to the search. Second, the number of calls you make each week which does not include those you receive. Third, asking for people to expand your network and not necessarily receiving a name, you can't control that and finally, getting out pieces of paper which translates into resumes and cover letters to recruiters and employers for specific openings. This also includes direct marketing letters to organizations you may have an interest in working with.

If something is a desire, it can always be broken down into specific controllable goals that will get you there. It can apply to anything business or personal. Try it on and see if it fits.

Jim, I want to publically thank you for your efforts on my behalf over the years. (This is long overdue by the way.) The network has been extremely valuable in a number of ways. From a professional point of view I have met many network members from whom I have gained knowledge which has been both educational and personally rewarding. Certainly my own network has benefitted significantly as a result.

Over the years I have also been able to tap into your network in order to fill executive level positions. In many cases your personal recommendation has been the key to a final decision regarding a person. It is gratifying to see these individuals grow and mature into talented leaders.

Most recently I depended on the network again in an effort to quickly identify experts who could assist with due diligence. You were able to recommend a number of folks with whom I have been in touch. Although this particular effort did not materialize, I believe you have provided a core group of experts on whom I could call in the future.

You may also remember that, almost 10 years ago, you were the primary influence in assisting me through a personal transition. All you asked in return was that I be willing to talk with others who might benefit from my experiences and knowledge. I hope I have met your expectations in that regard. These contacts have benefitted me as well.

Warmest personal regards,
Dave Bussone

I wanted to take a moment and tell you about something I am passionate about and very concerned about. Over the last two to three months, there has been a disturbing trend with organizations who, for whatever reason, are letting executives go and providing minimal to no severance and no transition/outplacement assistance. The cuts have been a reaction to healthcare reform and some consultants who see no value in helping exiting executives

This concerns me for several reasons: First, what message are these organizations sending to their remaining employees when they do not give adequate assistance to exiting employees? Second, they are opening the door to increased litigation. Third, where mission is important, does that mission only apply to patients and not employees? Fourth, these individuals are moving into the most, or one of the most, competitive markets we have seen without tools to be successful.

This mentality seems short term driven with no consideration of the trickledown effect or concern for the exiting employee who, in most cases, served the organization well, but are being impacted by things outside their control.

The solution, to me, lies in two areas. One, we need to voice our concern and be heard and, two, every executive should ask for an employment agreement prior to joining any organization. An agreement that provides adequate severance and funds for outplacement/transition assistance, making sure that they have the choice of the firm they want to use.

Executives are constantly asked to make tough decisions and to do so with the best interest of the organization at hand; they need a safety net and an employment agreement provides that. Additionally, if exiting employees have not put an agreement in place they still need to ask when leaving for severance, extension of benefits and outplacement/transition funds to be used with the firm of their choice. I see too many executives leaving money on the table they could use because they forgot to, or will not, ask. In many cases, it will not be mentioned until you ask.

Thanks for listening.