Jose Ruiz

3 years after graduating from college I accepted a position as a Design Engineer with a company that built custom HVAC equipment. I had been invited by an Engineering Manager who had also just joined the company but had many years of experience in the industry. 

In our first staff meeting he began talking about changes in the department. He spoke of creating design standards and changing the way we did things towards a more structured approach that would foster continuous learning and improvement. Half way through his speech one of the guys that had been there for a long time interrupted him and began to say “In my 10 years of experience…”, and that was really as far as he got before he was interrupted and harshly told “Jack (let’s just call him that), before you continue, let’s get this straight: You have one year of experience and then just 9 more doing the same thing. At some point you’ll learn the difference”. Uncomfortable silence followed and the meeting continued. 

It was a truly unforgiving statement but with a lot of truth in it. Forcing ourselves to learn continually is hard and we tend to gravitate towards our comfort zone. 

In his book Talent is Overrated, Geoff Colvin mentions Noel Tichy’s illustration of concentric learning circles. Tichy, former chief of GE’s Crotonville management development center, labels the inner circle the “comfort zone,” the middle circle the “learning zone,” and the outer one the “panic zone.” It is well documented that we acquire knowledge and experience by developing activities in the learning zone, but this is only one part of the equation. 

Getting back to the career theme, learning for the sake of learning can be a waste of time and learning as a simple reaction to what we face can lead us in the wrong direction. 

Consider every lesson, every interaction, every position and every experience as a building block of your potential. High performers build on solid foundations that allow them to focus on elements that average performers don’t even consider or notice. They begin to make decisions and execute at a higher level. 

Consider the analogy of learning to play hockey. You need to start by knowing how to skate. Understand the objective of the game, the rules and the broad strategy. As you keep learning you start to develop speed and instinct that allow you to react at a high speed and at some point, at a high level, predict.  If any of us mortals is placed in front of a hockey goal and we are asked to block a shot, it’s very likely that we will focus on the puck. A professional will be looking at the shooter’s eyes, shoulders and hip movements. He will know where the puck is going the moment it is touched by the stick.   

These same principals apply to business. To achieve a certain level in an organization or as a business owner you need to know where you want to go, how you need to “build yourself”, understand the building blocks and most importantly take continuous and persistent steps towards getting it done. 

I’ll make an emphasis on continuous and persistent because it does not happen overnight. In fact, it will not happen over a few years. Studies have shown that people on top of their game have been focused on it for more than a decade. 

If you are not paying attention and not working towards a firm goal, by the time you realize it, you may find yourself with scattered building blocks of knowledge and experience that are no where close to being aligned to where you wanted to be. 

So, do you or will you:
a) Have 10 years of experience
b) Have one year of experience, and 9 more doing the same thing
c) Have 1 year of experience in 10 unrelated things.  

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The ultimate purpose is to not just focus on the finish line but also understand the best method to get there and not hope or expect, but drive to achieve our career goals in the desired time. 

If you are reading this you must have an interest in business, management, leadership and your own role in an organization. As students of these disciplines we constantly seek and find stories of success as defined by academics and executives that we identify as examples of who we want to be and what we want to achieve. 

In many cases we follow those leaders of industry, who constantly grace the cover of magazines, are in the headlines of newspapers, and become the center of discussion in academic case studies to gain from their insight and experience. You could say we are obsessed with being amazed by their success stories, as well as documented failures, going through their experiences in an attempt to learn and duplicate their success, and avoid their mistakes in our own lives and careers. We cherish those experiences and they provide us with inspiration as we attempt to climb the corporate ladder and create our own success stories.  

I remember reading about Lee Iacocca and his resurrection of Chrysler. About Roger Enricco and how he took on Coca-Cola as CEO of PepsiCo proclaiming victory in the cola wars. The magic of Michael Eisner in turning Disney into an entertainment power house. The constant feed of articles and books as Bill Gates, a Harvard drop out, built a software empire while his nemesis Steve Jobs took Apple from an icon of personal computing into a lust driven power house of digital music and iconic consumer electronics. For years I obsessed with how Jack Welsh transformed General Electric and used applied statistics to create one of the most successful operational excellence models in recent history based on Motorola born six-sigma. This week I just can’t stop reading about “Steve on leave” and the impact on Apple.  

Over time the reading has provided me with many aha moments, knowledge, and inspiration.  In many cases, some conscious, some unconscious, I have snuck knowledge tidbits and game plan pieces into more than one strategic plan or business presentation. But in the end, is it just that? Pieces of knowledge and information? Pieces of insight? How can we use that information to plan and drive our own career?  

We know who they are and we can ask ourselves how they got there. In fact, we can read most of their biographies and analyze every step of their careers. Studying their thought processes, their decisions, and the outcome can be very useful and insightful. However, in many cases reading through it can be no different than looking at a collection of solved Sudoku or cross-word puzzles. The result can be obvious and understanding how to achieve it is a challenge but executing it and getting it right is a whole different thing.  

We also tend to be selective observers. As we read through case studies and stories of success we tend to focus on the highlights of the story line, the center character and the end-result. But as Boris Groysberg points out in his book Chasing Stars: The Myth of Talent and the Portability of Performance, “No one works alone”. Boris challenges the notion that outstanding performance is simply the result of a combination of innate talent and good educational preparation. His research points towards additional key factors for success that are typically taken for granted as we admire profiled executives and their success stories. Groysberg identifies outstanding performance as heavily dependent on an organization’s culture, resources, networks and colleagues. In the end, tell me where you work and I’ll tell you who you are.  

As an Executive Search Consultant (as we call ourselves), or headhunter (as most people call us), I speak to hundreds of senior executives every year.  By the time we speak most executives are at a point where they are willing to consider a move or are faced with the need to find a new position. Very few have a clear understanding (or are willing to express) which elements of their achievements can be attributed to their specific experience, individual talent, competences and traits, and which are a product of the organization, the culture, their teams and the specific challenges that they faced. It’s critical in order to predict future success.  

If you have been on a commercial flight lately, and browsed the in-flight magazine you have probably come across the Chester L. Karras ad promoting his seminars to improve negotiation skills. Prominently at the top it reads “In business as in life, you don’t get what you deserve, you get what you negotiate.” A bit radical, but somewhat true. While we don’t get a chance to negotiate everything and we don’t get to choose when it comes to the limitations that life throws our way, we do get to choose where we want to be, and we decide if we want to drift or drive to attempt to get there.  

Most executives will tell you that they do have goals and they do know where they want to be. But when they consider career planning most focus on climbing the ladder. Looking for the next step and working hard to perform where they are to achieve key promotions. Career planning tends to be title driven, and most often than not, little attention is paid to how each position contributes to key factors for future success. Those factors include leadership competencies and skills, that as Boris Groysberg identifies in his work on talent portability, fall into one of two categories: Transferable and Company or firm specific. What you do is just as important as when you do it and where you do it.  

Multiple factors influence the success of a career. Starting with the inevitable, ever changing definition of success. We all have one based on our goals, and those tend to change as we grow, mature, face different challenges and define our needs based on our desired work/life balance. A career plan today will likely be different a year from now. They key is to obtain and maintain a heightened awareness of how every step of this career marathon affects its outcome.  

The ultimate purpose is to not just focus on the finish line but also understand the best method to get there and not hope or expect, but drive to achieve our career goals in the desired time.  

Realted Reading: It’s Not You, It’s Not Me, It’s Just Not Meant To Be 

Heidrick & Struggles International, Inc., (Nasdaq:HSII) is the leadership advisory firm providing senior-level executive search and leadership consulting services, including succession planning, executive assessment and development, talent retention management, transition consulting for newly appointed executives, and M&A human capital integration consulting. For almost 60 years, we have focused on quality service and built strong leadership teams through our relationships with clients and individuals worldwide. Today, Heidrick & Struggles’ leadership experts operate from principal business centers in North America, Latin America, Europe and Asia Pacific. For more information about Heidrick & Struggles, please visit www.heidrick.com

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Q:

I understand the importance of branding and social networking; however, what I find difficult to understand is that any recruiter or C-level hiring manger can fully grasp a candidate’s brand through online presence. I could be wrong, but in my opinion it’s the recruiters who need to fall in love with a candidate’s brand because the hiring companies have their trust. How do we build our brand with recruiters?

JR:

There are three key things that must be considered:

1. Branding, by definition, is the creation of an identity for a specific product. You build your product and your brand through every element of your personal and professional experience. What you do with social media is present and promote the brand, but the key lies with you – your product.
2. What you do online and with social media will help attract the attention of executive recruiters. It is part of the initial selling point that should get you in the door. By no means will an online profile replace the evaluation process that will help a recruiter identify if you are the right fit for a specific position or a specific organization.
3. In direct response to the question, it starts with having an online profile that will provide visibility for executive recruiters to find you, but you will need to build a relationship in order to build your brand WITH them. Nothing can take the place of the relationship. Going back to the brand-product analogy: The recruiter needs to know, understand and, as you say, love the product to help you brand it for a specific client and a specific position. You don’t achieve this by just sending a résumé, selling yourself and calling every month to see if a position is available. It is built on valuable interaction regarding trends and issues that affect the disciplines and industries that you work in helping the recruiter stay on top of what is happening in that space. This level of interaction helps you and the recruiter build knowledge and expertise making the relationship valuable for both beyond the specific transaction of a single job opportunity.

ExecuNet.com

Heidrick & Struggles International, Inc., (Nasdaq:HSII) is the leadership advisory firm providing senior-level executive search and leadership consulting services, including succession planning, executive assessment and development, talent retention management, transition consulting for newly appointed executives, and M&A human capital integration consulting. For almost 60 years, we have focused on quality service and built strong leadership teams through our relationships with clients and individuals worldwide. Today, Heidrick & Struggles’ leadership experts operate from principal business centers in North America, Latin America, Europe and Asia Pacific. For more information about Heidrick & Struggles, please visit www.heidrick.com

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Q:

What is my better option when a job is posted on the company’s website and also advertised by the recruiter? Should I apply through the recruiter or on company’s website? 

JR:

Your chances are improved if you work with the recruiter and let him/her present your resume. These are the reasons:  

a) If it’s a contingent search the recruiter will not be paid if the client (company) already has your resume (obtained via the website). You might burn a bridge with the recruiter. 

b) If it’s a retained search the company will most likely not put much effort into reviewing resumes from their website.

c) You will have an edge if you talk to them, discuss the requirements and get a better understanding of what the company is looking for. You will get specific feedback on your resume and help grooming it to reflect what the company wants to see. 

d) Discussions with the recruiter will help you manage expectations and eliminate potential frustration if the position is not a true fit. It really beats sending your resume into the black hole that is a website resume database. 

This is assuming that your background and experience are a potential match for the position. You might not get the recruiters attention if they are far from what the client (company) is looking for. 

ExecuNet.com

Heidrick & Struggles International, Inc., (Nasdaq:HSII) is the leadership advisory firm providing senior-level executive search and leadership consulting services, including succession planning, executive assessment and development, talent retention management, transition consulting for newly appointed executives, and M&A human capital integration consulting. For almost 60 years, we have focused on quality service and built strong leadership teams through our relationships with clients and individuals worldwide. Today, Heidrick & Struggles’ leadership experts operate from principal business centers in North America, Latin America, Europe and Asia Pacific. For more information about Heidrick & Struggles, please visit www.heidrick.com

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For many years I wondered what the real difference was between being good and being great. How do you clearly define it? What is it that puts a person or an organization at a different level than the rest? And I did read Jim Collins’ book which addresses the subject but I got my simple answer in a Homer Simpson DUH! moment watching  TV. (How else to you come to a Homer Simpson DUH! moment?) Ironically it was a General Motors commercial that quoted: “Amateurs work until they get it right. Professionals work until they can’t get it wrong” Too bad it was just a commercial and far from being reflective of their company culture. GM would have benefited by putting into practice. It’s just a simple quote that can be considered inspiring but it defines the current competitive environment that all organizations face.

Business is getting tough. Customer are more and more demanding and it’s a simple fact: If you try to get into something that is not your core competence there is a good chance you will fail and it will cost you. You just can’t get it wrong and to achieve that level you need to become an expert in your field, a specialist with great depth and experience that can anticipate challenges and foresee problems.

These days it’s not enough to be smart, quick on your feet or a hard worker. That makes for a great fire fighter and problem solver and if you’re doing that today you are one step behind. It’s the era of the problem avoider not the problem solver.

And with that ladies and gentlemen the generalist is dead. Learning curves are unbearable and the current competitive environment is here to change the way we manage our careers and what is required to be a successful executive.

Let’s start with the root. Let’s start with the companies that hire these executives and how they are being forced to transform. It’s where it starts. Innovative, highly competitive companies need focus but focus has a price. Most of the time focus comes with a smaller sized market and that can mess up volumes and consequently profit margins. As a consequence most companies are seeking product and industry focus while expanding their regional reach to achieve their volume and profit requirements. Enter the global factor and the need for executives with international experience and a high level of expertise within niche products and industries.

This get’s very tricky from a talent and career management perspective. Lady experience makes it complicated because she is high maintenance and requires time. Ask anybody who is on top of their game. It does not happen by chance and it does not happen quickly.

Defining a career path and making career decisions is getting more and more complicated. You can’t iterate as much and a mistake can cost you precious time. Every position, every project, every international assignment (it’s almost a must now) is a building block that creates your personal product offering. Each element defines the depth of your expertise and your value as an executive. If you are thinking about your next position you must be clear on how it fits in the big picture as one of those building blocks.

A great career is no longer defined by getting some steps right you simply can’t afford to get them wrong.

Heidrick & Struggles International, Inc., (Nasdaq:HSII) is the leadership advisory firm providing senior-level executive search and leadership consulting services, including succession planning, executive assessment and development, talent retention management, transition consulting for newly appointed executives, and M&A human capital integration consulting. For almost 60 years, we have focused on quality service and built strong leadership teams through our relationships with clients and individuals worldwide. Today, Heidrick & Struggles’ leadership experts operate from principal business centers in North America, Latin America, Europe and Asia Pacific. For more information about Heidrick & Struggles, please visit www.heidrick.com

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For the first time in three year Bill Gates is not the richest man in the world. The top spot in Forbes list is occupied by Carlos Slim and not surprisingly the sentiment in Mexico is negative. People are mad. Why? What is wrong with us?

I know the arguments. The way Telmex was acquired and the fact that it’s a virtual monopoly that has been benefited by the state could be valid. But consider this: Telmex had revenues of 9 billion while America Movil (Telcel) was at 26 billion and Telcel was a late comer in the mobile phone market in Mexico. Yes, Telmex propelled him. But Telmex is not what is keeping him at the top of the Forbes list.

There is great merit to what the guy has done and I’m not defending him. There is probably a valid argument for everyone to be questioned. Nobody’s road to the top of the list is clean. Bill Gates is certainly not exempt. The Walton’s have their share of controversy. Walmart is not considered an icon of social responsibility. Yet we all want to read about them and probe into the details of their business success. Slim? No. Corrupt capitalist pig?

Why the animosity? The anger?

There is a tale told in Mexico of an old man who was walking on the beach with two buckets, one open and the other covered. A young boy approached him as he was walking, looked at his wares and asked, “What’s in the bucket?” The man smiled and responded, “Crabs,” to which the boy said, “I can see that, but what’s in the bucket that’s covered?” The man smiled again and said, “I told you, crabs! Both buckets have live crabs!” The baffled boy wondered why one would be covered while the other one would be open if both carried live crabs, so he asked. The old man’s voice cracked as he let out a deep laugh and replied, “Boy, the crabs in the covered bucket are Japanese crabs. They start climbing on top of each other and help each other out of the bucket. The open bucket, on the other hand, has Mexican crabs. They don’t need the cover. Once one starts climbing trying to escape, the others just pull him back in.”

 I know it rubs some people the wrong way but we really don’t show otherwise.  Don’t kill the messenger.

 About Heidrick & Struggles International, Inc.

 The world’s premier provider of senior-level executive search and leadership consulting services. The firm’s executive recruiters and leadership experts operate from principal business centers in North America, Latin America, Europe and Asia Pacific. In Mexico, Heidrick & Struggles operates offices in Mexico City and Monterrey. For more information about Heidrick & Struggles please visit www.heidrick.com

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A few years ago I had a conversation about change with Mike Osterling. My lean manufacturing mentor and consultant. The topic revolved around change management and how it became easier as an organization embraced constant change as part of its culture. My theory was that at some point there would be no need for change management if change became part of the culture and the operating environment. Mike respectfully disagreed.

At that point our discussion was focused on organizations that struggled with change and struggled adapting to a changing environment. A place in time where leaders had to nudged the members of their organization to rethink the way things were being done. Leaders pushed to reinvent the business and innovate. This was the period in time that made reengineering popular. The challenge of leadership was to make sure the team kept up with a changing environment.

Times are changing. Leaders beware: your challenge when it comes to change management is about to shift.

The generation that entered the workforce with the mindset of building a life long career with a steady hand in a corporation is at retirement age. Leadership positions are now being filled by the generation that challenged the status quo. A generation of leaders that learned to manage change and developed executive skills to push the previous generation towards innovation is gradually facing the challenge of managing a generation that does not know status quo. The dream of a culture of change has been realized. These coming generations are built on a higher rate of change.

Consider that everything we do is based on intervals. Everything we do is a cycle. From communication to our strategic planning. Those intervals are getting shorter.  Our main form of communication has gone from letters to emails to txt msgs. Our planning horizons are shorter. We are iterating faster. We correct faster.  Which is good right?  The next generation of executives is built on speed, multitasking and bursts. A generation that feels a phone call is restrictive because you can only carry one conversation at a time.

We are at the inflection where the challenge of change managment is going to shift from helping teams transition to keeping teams focused and helping them stay on track.

Am I getting old?

About Heidrick & Struggles International, Inc.

 The world’s premier provider of senior-level executive search and leadership consulting services. The firm’s executive recruiters and leadership experts operate from principal business centers in North America, Latin America, Europe and Asia Pacific. In Mexico, Heidrick & Struggles operates offices in Mexico City and Monterrey. For more information about Heidrick & Struggles please visit www.heidrick.com

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“You now have to decide what ‘image’ you want for your brand. Image means personality. Products, like people, have personalities, and they can make or break them in the market place.” – David Ogilvy

A lot has been said in the past few years about personal branding. A term introduced in the early 80´s by Al Ries and Jack Trout in their book: “Positioning: The Battle for your Mind”. In chapter 23 Ries and Trout point that you can benefit by using positioning strategy to advance your own career.  Key principle: “Don’t try to do everything yourself. Find a horse to ride”. And so the personal branding band wagon began to roll.

It’s a great concept and it’s a very valid concept: Build your career with focus. Define yourself. But somewhere along the way, as the bandwagon kept rolling, personal branding began to be defined as personal marketing and brand identity.  Somewhere along the way the focus was taken off building a career with focus and put on self promotion.

A great tool if you’ve planned your career, or even if you have hit a few bumps along the road but understand how you want to position yourself.

A very bad idea if you have not done the homework to define your personal offering. Social media has made this a very dangerous proposition for those with a bad or undefined ‘product’ and just following the trend of self promotion on Facebook, Twitter and LinkedIN.

Some of the personal branding efforts I’ve seen remind me of not following one of the best pieces of advice I’ve ever gotten in my career.  It came on my first sales call shadowing my boss.  Before stepping into a meeting he leaned over and told me “Just remember: It’s better to stay quiet and let them think that you are clueless, than opening your mouth and confirming it”. Not that I’ve always followed it. But I’m sure you get the point.

Your brand identity is about what you want to communicate about yourself. It’s tricky because the bulk of it is not explicit.

Personal branding is about how everything you do: every job, every social and personal endeavor will define who you are and what you can offer in the next step of your career. You can’t go wrong if you focus on that.

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Loyalty is not what it used to be… and it shouldn’t be.

By Jose Ruiz
Translated from articule published in CNNExpansion.com on Dec. 6, 2009

A few weeks ago my grandfather, who was a top ranking executive in the banking industry back in the 80′s, asked me what I thought about the perceived lack of loyalty in today’s employees. He was surprised to see that now, the average time an employee spends working for a company is around 5 years. An uncle, an entrepreneur, quickly responded loaded with sarcasm: “And what do you think about the perceived lack of loyalty in companies? They think short term and fire people when they don’t need them anymore -this month.” Touche. Hey, in the end, it isn’t personal, it’s just business. It may sound cold and ruthless but it’s not. We just need to sit back and analyze some paradigms that have been redefined over the past decades.

To many, especially amid these hard economic times, loyalty has been discarded in the work place. But the truth is, loyalty has only evolved. I’m sure you will agree with me when I say it is crazy to assume that an organization can commit to an employee for life, just as crazy as an employee committing to an organization for life. It could happen under the right conditions, but one cannot assume or guarantee that it will. Things change and they change fast. Organizations and employees need to achieve independence. Now, this may evoke thoughts of selfishness, but it is quite the opposite. Business relationships exist for a mutual benefit. Employment is not an exception. Loyalty is assuming that the relationship can end. Loyalty is taking into consideration what may happen to the other party when it does and loyalty is taking action every step of the way to guarantee that neither party in the relationship becomes dependant. A dependant relationship in business is not a healthy relationship.

The current economic environment has exposed many of these unhealthy relationships. Let’s delve deeper into the concept of dependence using an example: Bill, an employee at ACME, Inc. is a close friend of his manager. He has helped him when unforeseen events have required him to do a little extra of everything. Bill is a go-to guy at ACME and has been rewarded over the years with generous pay increases. The economy has hit ACME hard and has forced the company to close down. Bill is out of work and now struggles to make ends meet. He was presumably loyal and did everything that was asked of him, including jumping from one position to another. Now Bill is in the open market. His post switching did not allow him to define his own niche or career within a discipline -he has no brand- his resume is a mess and his salary expectations are well above what the market will pay for his skill set. Bill was dependant on ACME and ACME never considered what would happen to Bill in an open job market. By not helping him define a career path, (both internally and externally) and overpaying him, Bill was put in a very bad situation. ACME made him dependant and Bill never realized that he was.

Now, let’s assume a scenario where an investor stepped in, ACME re-opened its doors and re-hired Bill. Bill knows that his life style depends on his current job with ACME. The relationship is at a high risk of turning toxic because Bill’s dependence would most likely have an impact on the decisions he makes at ACME. He knows he needs to protect his job. At best, he will make decisions with a higher degree of fear.

A healthy business relationship and true respect comes with the independence of both parties and the trust resulting from it.

 True loyalty in an employment relationship takes into consideration what will happen to the other party when the business relationship ends. A.J. Smith, General Manager for the San Diego Chargers preaches “We are all Chargers one season at a time, one game at a time”.

As an employee, one must consider all the possibilities, including that your job may end at any given moment. Are you ready for it? Do you know what your market value is? Do you know who may demand your services? Ask yourself these questions constantly. If you are taking on a new assignment, inquire how this will impact your personal brand and your resume. No matter what you do, or what your job may be, consider yourself a freelancer and your job as an assignment. Perform as if every assignment was an trial for the next. Above all, never forget that healthy relationships are based on mutual benefit. Push the other party’s benefit to the edge and you may break the relationship. If you guarantee your independence you will become a better employee. Guarantee the independence of those that work for you and you will have more loyal employees and a healthy relationship.

Be independent and be loyal. The new kind of loyal.

About Heidrick & Struggles International, Inc.
The world’s premier provider of senior-level executive search and leadership consulting services. The firm’s executive recruiters and leadership experts operate from principal business centers in North America, Latin America, Europe and Asia Pacific. In Mexico, Heidrick & Struggles operates offices in Mexico City and Monterrey. For more information about Heidrick & Struggles please visit www.heidrick.com 

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