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.  

The current challenge is to identify where you can be a ‘speed factor’ in your position, product and market and continue to build on what you have to increase your impact in a company or organization. 

Every day as I walk into my office I face the dual phenomenon of calls from talented people who do not have a job and of clients who are struggling because we can’t find the right talent. There once was a time when a good sales person was a good sales person. Now when clients call us they want a good sales person but with solid product and application knowledge and proven success in a specific market or channel.

There is no way around it. Companies want people that will come in and hit the ground running. They want great talent with experience in the position, the product and the market with little room for a learning curve. It has become more difficult, for both talented people and companies to match, as each one of those elements become more and more specialized.

According to Delloite Research in 1998 the average time to market for a new product was 18.1 months and on average a company’s revenue from new products was around 21%. In 2007 the average time to market had dropped to 12.8 months and the average revenue had increased to 34%. The reliance on new products and innovation is evident in every single industry. As Jason Jennings’ book title reads “It’s not the BIG that eat the SMALL, It’s the FAST that eat the SLOW”.

Fast and the speed of having ‘been there, done that’ is currently shaping the demand for talent. Fast learning is very important, but with a strong, solid knowledge and experience base.

The current challenge is to identify where you can be a ‘speed factor’ in your position, product and market and continue to build on what you have to increase your impact in a company or organization. 

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

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

Portafolio (Colombia – Publicado el 19 de noviembre de 10)

Por Jose Ruiz

Alrededor del mundo, el papel que cumple el presidente de una compañía es determinante para orientar la misma al éxito en cada proceso, y que sus funciones trasciendan en óptimos resultados logrados frente a las demás organizaciones. Tanto en empresas del sector privado como del público, en donde el presidente, por cualquier circunstancia que se presente, deba ser reemplazado, es difícil pensar y determinar quién será su sucesor, debido al alto nivel de exigencia, responsabilidad y diferentes competencias que debe reunir el nuevo candidato para enfrentar los retos estratégicos de la compañía.

Un buen interrogante en cuanto al sector público es, ¿cuál debería ser el papel de un presidente en este entorno? Dicho tema ha despertado gran interés actualmente, ya que la persona que venga a ocupar un cargo con tal visibilidad, necesita tener un amplio grado de conocimiento de la empresa, y habilidades que le permitan manejar situaciones complejas y lograr los resultados esperados. Cuando en un país se presenta esta situación de estar frente a una vacante para la presidencia de una entidad pública, a la ciudadanía le agrada y siente mayor confianza que estos altos cargos se le designen a un ‘peso pesado’ por su trayectoria y experiencia; sin embargo, de acuerdo a una investigación realizada entre 250 presidentes, un poco más de la mitad afirmaron que prefieren promover a un ex CEO que a una persona extraña dentro del gremio.

Por otra parte, se debe tener en cuenta que los ex directores generales no serán siempre la mejor opción, y no todos cuentan con las competencias necesarias para ser presidentes, pues este debe ser una persona visible, que está de cara al público y a los accionistas, mientras que un director general trabaja en la solución de uno o varios problemas; ciertamente, ser muy bueno en esta labor no necesariamente implica serlo en las demás competencias de un presidente, para ser su sucesor.

No se debe dejar de lado que el presidente debe anteponerse a la solución de los problemas, realizando y promocionando estrategias en conjunto con otros ejecutivos de alto nivel y actuando como enlace con los accionistas y la junta directiva, la cual debe tomar un papel cada vez más activo dentro de cualquier organización. En este sentido, unos consideran que el director financiero puede ser el mejor candidato para suceder al presidente, por las competencias que desarrolla en su cargo, por su naturaleza de asesoramiento y por su conocimiento de la compañía y el entorno. Cada vez será más difícil reclutar a los mejores candidatos para cargos de tan alta importancia. Por ende, es creciente la necesidad de que las empresas inviertan en la gestión y el desarrollo del talento interno, estableciendo planes de sucesión bien estructurados, alineados a los objetivos estratégicos de la organización, pero flexibles ante los cambios del ambiente empresarial.

Actualmente, ni los ex presidentes quieren regresar al trabajo, y si lo hacen, no son necesariamente la mejor opción. Conocer bien a sus talentos internos, tener claridad de la dirección estratégica y cumplir con antelación las etapas de los planes de sucesión son las únicas formas de minimizar los riesgos de equivocarse a la hora de elegir el nuevo CEO.

The term globalization has been thrown around for decades but it has never applied as much as it has in recent years as organizations become more focused and specialized within a specific industry or product, and reach beyond their traditional regions of business. Globalization has evolved from being a commercial exchange to a multifaceted integration of many aspects of the business.  This trend has created a need for strong leaders who can manage a complex environment with a high level of interdependence.

When we looked at background of the top 100 CEOs in Mexico our analysis showed that fifty-four percent of the newest CEOs have performed assignments outside of Mexico and 53 percent hold Master’s degrees from institutions outside of Mexico. But Robert Grosse, Dean of EGADE Business School, cautions: “overseas experience is not the same as overseas business experience…Mexican executives could still benefit from more overseas experience in business activities”.

Executives who have been successful in international assignments have usually excelled in understanding the environment, leading visionary change and results, as well as mastering complex business problems. These competencies, coupled with already acquired industry expertise, translate into a small learning curve and quick results.

According to research performed by William W. Maddux, Adam D. Galinsky, and Carmit T. Tadmor (Harvard Business Review, September 2010, p24) people who have international experience or identify with more than one nationality are better problem solvers and display more creativity. This based on measuring the ability of these managers to see and integrate multiple perspectives on different issues. In these studies bicultural managers scored higher than monoculturals. Their research also suggests that people with international experience are more likely to create new businesses and products and to be promoted.

Senior executives of successful organizations are a more diverse group than ever before and the impact goes beyond the leadership teams. Middle managers and staff members are being exposed to global management techniques, metric-driven environments and matrix organizations that are preparing them to be the next generation of leaders.

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

Q:

I am in the process of looking for career advancement. To that end, I am interested in seeking out opportunities in Mexico and in the United States. How can I go about connecting with recruiters in both countries? My experience in the past has not been so good with recruiters. I feel there must be something I can do to turn this around but haven’t been successful.

A:

I have to make an assumption that the feeling that things have not gone well with recruiters is based on expectations, and that the feeling of future success will based on expectations. So, it is important to align your expectations by understanding what drives a recruiter:

1.- Recruiters work for clients and seek candidates based on what their clients need. The success and income of a recruiter is directly linked to finding the right candidates.

2.- The life of a recruiter is very hectic, and it requires balancing their time between filling the positions that they have open with clients, proactively identifying candidates who they feel their clients will need (a calculated gamble), and building client relationships.

3.- In this difficult economic environment, recruiters are typically so short on time and receive so many resumes that most sit unread. In a best case scenario, a recruiter will open the résumé, but if it does not catch their eye (based on the criteria mentioned in point two) it will not even make it into the database.

Your best shot is to guarantee that you are visible to recruiters in your target region and your target specialty (discipline and/or industry). The word “target” is key. Avoid casting a broad net by presenting yourself in a way that attempts to qualify for a broad range of positions. Focus on creating a distinct personal brand. Success will start by having an online profile that will provide visibility for executive recruiters to find you and it will be solidified by building a relationship. Nothing can take the place of the relationship, and 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

The manufacturing index published by the Institute for Supply Chain Management provided a positive surprise today. The index increased to 56.3 for August. A modest 0.8 point jump when it was expected to drop.

The news comes as the Peso continues to weaken against the Dollar and key indicators still point towards a slow recovery.

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

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

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