These executives are typically 28-46years old, B.A./B.S. or M.B.A., doing well financially, either highly marketable andconfident… or concerned because they havebeen blocked for some time.Many of these people are at an importantcrossroads. And many potentiallygreat careers are lost at this critical stage.

Some, of course, arehighly marketable. It’s important for these executives to exploreall their options when making a move… not just one or two. Onthe other hand, some executives are less confi dent. Some fail todiscover the importance of broadening out before it’s too late.

Age can be a factor here. They’re well aware of the bottlenecksthat may prevent their growth where they are.Some are in situations where they have not attracted attentionfrom top management. Other talented people may be justahead of them—or they may not be aligned well enough politically.

Because they value their careers so highly, a bad move atthis stage can be tragic. They must make the right move. Here,one of the keys is to uncover and market their full range of assetsand transferable skills.If these people don’t control their career direction, theymay lose the advantage of their good beginnings.

Others arefacing a marketability decline. These people are often wise toconsider new environments in smaller and medium-sized fi rms,and in emerging industries—where they can receive greaterresponsibility.

Working in an entrepreneurial environment and combining itwith large corporate experience can be an excellent platform forfuture moves. Or, it could be time for some to take a calculatedrisk to make a dramatic move up fi nancially. They are ready todo their boss’s job… and perhaps much better.

People like this have often made the mistake of just dabblingin the market… answering ads, speaking with a few recruiters.The trouble is, that while they might have surfaced somethingsooner or later, it would only have been one offer—requiring aone-shot leap of faith.

For these people, having a structured system for developingthe right interviews is critical. Good numbers are necessarybecause executives have to be realistic about rejections. And,the higher you go, the truer this is.

People should be prepared to market themselves so that they areattractive to employers across a broad range. The reality is thatpeople of all ages are moving into exciting new industries. Transition to a new industry is easier than it used to be. Historically, people have overrated thebarriers and underrated their abilities to moveinto new areas.

The vast majority of all new jobsare created by small and mid-sized businesses. So,while major employers are still important, you maywant to explore positions with startups or emergingcompanies.If you choose the right industry, you will havemore growth opportunities, perhaps meaningful stockoptions, an environment that is likely to be morepositive, a chance for more regular pay increasesand probably advancement.

Identifying new industry options. The first way to do this is to read and increase your awareness of the fastest growing industries and companies.  These firms have to go outside their industry to fi nd the best talent and skills.

The second way is to list characteristics of your industries…and find similar industries. We use software to compare your industry’s characteristics with 2,500 others… e.g., 35 industriesmay be an 85% match.

Keep in mind that projecting some form of an “industryhook” is the next best thing to having industry experience. Groupyour possibilities three ways: (1) close industry hooks, easy possibilities;(2) medium industry hooks, next best; (3) far reach orstretch industry hooks.

When changing industries, you also don’t wantto overlook your leverage power… the added benefits you may bring by virtue of your contacts orknowledge. You may be able to bring a team withyou that helped in similar situations.

Despite our recent economic slowdown, newcompanies have sprung up throughout America.Established organizations are reexamining theway they do business. Medium-sized companies areexpanding. New industries exist that are employingtens of thousands.The more you appear to know about an industry,the easier it is to generate interviews.

Virtually allemployers look for “common ground” when hiring anew person. For example, do you have experience inor knowledge of similar product lines, distributionchannels, manufacturing methods or problems intheir industry? There can be other similarities. Considerthe scope of operations, the role of advertising and promotion, the importance of the sales organization,the infl uence of labor, and other items.

Over the years, we have seen equally talented people producewidely varying results. One will struggle while the other moveswith speed. Those who move rapidly usually have had the benefi tof a game plan—a step-by-step track to follow.In today’s competitive arena most people will never get enoughinterviews with a hit-or-miss approach.

This leaves too much tofate. Think of it this way. Chances are you’re marketing a “product”with millions of dollars of earnings capacity remaining in yourcareer. That much value deserves your best effort. Besides, jobhunting is a numbers game. So, why take a chance at doing alot of things haphazardly, without a well-designed plan?

Since job hunting is a matter of having the numbers on yourside, your action plan should be targeted to produce 25 to 35responses that result in a phone discussion. The goal is to haveseveral offers maturing at the same time, and you have to berealistic about rejections in the interview process.

Similar to any company who is about to market a newproduct, a good plan can cut job hunting time in half and savemoney. It also helps people produce better results, and whenpeople generate a lot of activity in a concentrated time period,they feel better and do better. Much better.

To begin with… (1) Surface the right information about yourselfand set clear goals; (2) pinpoint what you should be marketing,especially your transferable skills; (3) identify industry alternativesto target; (4) if you have liabilities, you need strategies toneutralize them; and (5) you need a step-by-step game plan…an action agenda… to get your story told to all the right people.Here’s a recap of what our plans cover:

Job hunting goals: Surface all critical information about yourselfand then decide on the goals that will advance your career. Thisincludes specific job titles and income goals.

Liabilities & solutions: You need to identify liability issues thatmight restrict your success… and arrive at ways for minimizingtheir impact in all written materials and conversations.

Assets, transferable skills & how to market them: All of yourassets and skills need to be identifi ed. Then, they need to beincorporated into your resume and letters, and your personalmarketing website

Industry alternatives: More and more people are changing industries.

The key is to identify industries with characteristicsthat match those where you have experience.

Action plan for getting interviews: You want to lay out a step-bystepplan… a weekly agenda… that will guide your search. Thisis your complete track… a game plan. This includes a plan forinterviewing and negotiating (your approach to these importantmatters)… which should be decided on in advance.

How long will slow employment last? No one knows, but probably for some time. For right now the job market in many industries remains on the same trendline as it was a year ago. Since the job market is driven by turnover, the total number of job seekers in the market is affected by the bad news that is so prominently reported.

The market itself is normally dominated by employed people who normally are in search of new or better jobs. And, the average person changes positions once every 4 years in the U.S. In negative fi nancial times… the number of employed people who look for jobs… generally declines.

The constant media barrage causes many people to feel thankful they have decent positions, and they postpone their thoughts about bettering themselves… until they think the job market has improved. This actually makes for a positive opportunity for those who need to fi nd new employment or who are motivated to advance themselves.

To put this into perspective, here is a small example. We know that in the U.S. approximately 3.8 million people secure jobs at $100,000 or above each year. The government knows this based upon their tax filings the subsequent year.

At the same time, it is generally estimated that upwards of 25 million people each year seek new positions at this level. Most discontinue their efforts and stay where they are.

During a worsening economic climate, these statistics will fl uctuate. However, the main focus should be on what the climate does for your competitive chances. This year, instead of 3.8 million securing jobs at $100,000, perhaps only 3.5 or 3.6 million will.

On the other side of the coin, it is likely that the number seeking new positions at this level would dramatically be reduced. This could drop from 25 million to 20 million. The net result is that there is less competition for the jobs that are available.

While unemployment remains high, the rate among college graduates is less than 50 percent of the national rate. Further, unemployment has been concentrated in industries that get huge publicity. Banking, construction, autos, heavy manufacturing, high-end consumer products, luxury retailing, mortgage banking and others have obviously borne the brunt.

The higher you go as a professional or executive, the more likely that the next position you accept will actually be created for you. Or, the position will be a situation that is reshaped to fit your talents.

Keep in mind this simple thought. We all hire top people when we are persuaded that the benefi ts of having them on board will sufficiently outweigh the dollar cost.

You can get offers, even if no job openings are said to exist. You simply need to present yourself as a solution to a problem. The “create a job” approach is for executives who want a job tailored to their best abilities.

A few examples might include an executive who can develop new products for a company, a sales executive with contacts in particular markets or a general manager who can start up a division in a specifi c industry.Aside from executives, the “create a job” approach can also be considered by anyone who may have difficulty winning offers through other means.

This includes those who have a narrow market for their talents, people who wish to change industries, or those who have been unemployed for a while or who want to stay in a specific geographic or industry area. In these situations, to win the job you want, you may have to create it by making an employer aware of your ability to make contributions.

The following pages will give you some guiding principles as you consider this approach. You must focus on small to medium sized fi rms, go directly to people with the authority to create jobs, have a clear benefit proposition, take strong initiatives in your fi rst meetings, and stir the employer’s imagination.

The fi rst principle to understand is that to have your best chance at creating a job, your highest probability targets are likely to be small to medium sized companies. This includes fi rms that are growing rapidly, bringing out new products, forming new divisions, acquiring other companies or reorganizing.

These are the fi rms that need good people, often from other industries. They are free to move quickly. Large corporations are the least likely to respond to this approach. Budgets are usually allocated far in advance, and hiring practices tend to be relatively slow and methodical.Of course, there are exceptions.

All you need to do is assess your talents and contact the fi rms most likely to need you, regardless of their size. And if you know a market well or have talents in a particular function, just consider the industries where they would apply

When changing industries, you also don’t want to overlook your leverage power… the added benefi ts you may bring by virtue of your contacts or knowledge. You may be able to bring a team with you that helped in similar situations.

Despite our recent economic slowdown, new companies have sprung up throughout America. Established organizations are reexamining the way they do business. Medium-sized companies are expanding. New industries exist that are employing tens of thousands.

The more you appear to know about an industry, the easier it is to generate interviews. Virtually all employers look for “common ground” when hiring a new person. For example, do you have experience in or knowledge of similar product lines, distribution channels, manufacturing methods or problems in their industry? There can be other similarities.

Consider the scope of operations, the role of advertising and promotion, the importance of the sales organization, the infl uence of labor, and other items.Naturally, the harder it is to demonstrate knowledge of an industry, the less likely an executive is to make a move into it. That rule applies to all major disciplines: sales, marketing, finance, manufacturing and operations. It is less important in staff disciplines.

Here are some examples of commonplace changes:

* A marketing executive with a tobacco company joined a cosmetics firm. Why? Their methods of marketing are similar.

*The EVP of a circuit board company was recruited to become president of a firm that makes power packs. Why? These industries have similarities in manufacturing and sales, even though the products are so different.

*An executive of an aerospace company was recruited to become chairman of a small company that sells high tech services to defense contractors. Why? The key was the new chairman’s contacts and knowledge of the marketplace.

* The controller of a component manufacturer was brought in as president of a company that produces plastic packaging. Why? The similarities have to do with cost control as the #1 challenge. If you have no knowledge of an industry but have an interest in exploring situations, extra steps are recommended.

As mentioned, the easiest way to acquire knowledge of a new industry, and gain credibility for it, is to read trade publications. They will bring you up to date on personnel changes, new products, information on companies, and challenges as seen by industry leaders.

You’ll need to do more than just present your background. Don’t trap yourself by thinking, “This is simply who I am, where I’ve been and what I’ve done.” People fail because they never surface and communicate all that is marketable about themselves… and they never build their appeal beyond factual credentials.

Your starting point is to organize your lifetime of experiences and achievements. Whether you are a young attorney or a company president, there is probably much more to your story than meets the eye. Experience has proven that many people never identify 50 percent of their own assets, simply because they’re so close to their own situation.

We’ve learned that most people need to identify 10 to 20 skills that, if properly communicated, can make a major difference in their career opportunities. Each year, about 20 percent of the clients who come to us have settled for less, simply because they are not able to communicate their real skills.

For example, one client was earning a $65,000 base after almost 20 years. Three years later, she is earning $180,000. Another executive came to us at $125,000. Three years later, he is a CEO at many times that amount. The key in both situations was to market their true assets.

It has been said time and again by psychologists, spiritual leaders and coaches that the most restrictive limits you face are those you put on yourself. So, don’t put any limits on your thinking, and look at some factors that you may have overlooked… which will expand your marketability.

Do you have knowledge of a job, a product, a process or a market… from work, hobbies, alumni relationships, research or suppliers? If so, it may be marketable.

You’ll need to do more than just present your background. Don’t trap yourself by thinking, “This is simply who I am, where I’ve been and what I’ve done.” People fail because they never surface and communicate all that is marketable about themselves… and they never build their appeal beyond factual credentials.

Your starting point is to organize your lifetime of experiences and achievements. Whether you are a young attorney or a company president, there is probably much more to your story than meets the eye. Experience has proven that many people never identify 50 percent of their own assets, simply because they’re so close to their own situation.

learned that most people need to identify 10 to 20 skills that, if properly communicated, can make a major difference in their career opportunities. Each year, about 20 percent of the clients who come to us have settled for less, simply because they are not able to communicate their real skills.

For example, one client was earning a $65,000 base after almost 20 years. Three years later, she is earning $180,000. Another executive came to us at $125,000. Three years later, he is a CEO at many times that amount. The key in both situations was to market their true assets.

It has been said time and again by psychologists, spiritual leaders and coaches that the most restrictive limits you face are those you put on yourself. So, don’t put any limits on your thinking, and look at some factors that you may have overlooked… which will expand your marketability.

Do you have knowledge of a job, a product, a process or a market… from work, hobbies, alumni relationships, research or suppliers? If so, it may be marketable.
Personality, of course, is just a word for that combination of traits that either attracts us to someone or leaves us unimpressed. More employment decisions are based on personality and chemistry than any other factor. For example: “He’s certainly professional and quick-thinking. I like him, and better yet, I trust him. He’ll fi t in with our team. I need to get him into the fi rm.” The perception of your personality has to do with your interest and enthusiasm. How many people get hired because they showed real interest? A lot

This can be a fast way to get the right interviews, and using the phone is easier than you think. Of course, some people are totally confi dent in their ability to use the phone.

However, 90 percent of all job seekers are reluctant to make a “cold call.” Believe it or not, it’s a mostly friendly and helpful world out there. Most executives are courteous and polite and go out of their way to project a good image of themselves and their company. The same holds true for others such as secretaries or administrative assistants.

Still, there is a certain misconception that all secretaries and assistants will always keep you from speaking with their bosses. They do screen calls, but it is part of their job to make sure that contact is made when appropriate.

Using the phone to set interviews is especially important if you are in a small or mid-sized population area… a market not generally considered to be in the country’s top 100 markets. It’s easy to target your best prospects, and you just need to get into action. And, don’t be deterred if your first call doesn’t get you in the door. If it is a company you would really like to join, just call other executives in the organization.

Approaches for opening your conversations:

The “good news” approach – Here you build a positive relationship based on specific “good news.” Everyone likes to have good things happen and to hear from others who are enthusiastic about their good fortune. You can be sure that your message will immediately help to build a feeling of friendliness and warmth over the phone. This kind of approach can play an important role in winning extra interviews and getting people to help you.

The “third-party” approach – If you mention the name of a third party who knows the person you’re calling, it helps to establish rapport, but it’s also helpful even when they don’t know each other. The approach is simple. It might go like this: “Bill Regan, a partner with Ernst & Young, thought I should get in touch with you. He felt your growth not only suggests a good investment but might indicate a good employment possibility. His insights prompted me to follow up with you personally. Do you have a moment?”

It may surprise you, but many people actually pursue the wrong job titles. However, if they understood their real transferable skills, they could be repositioned for different goals, and sometimes for much more advancement than they thought possible.

Regardless of your most recent position, you need to think of yourself as “one of a kind” with diverse potentials.We all have seen career fi elds change dramatically over a decade. Fields that once offered great opportunity have become fi nancially confi ning with limited growth possibilities. Does print advertising offer the same career possibilities as it did a decade ago? Does selling in the steel industry?

Does being a doctor and a general practitioner? Career fields change at a much faster pace than most people realize.Experience has proven that if you take a narrow view of yourself, you could be making a mistake. For example, if you see yourself as a specialist (e.g., a banker), you may believe you are locked into a given career. On the other hand, you may feel you have few options because you are too much of a generalist. More and more professionals are fi nding that they can have several direct careers over the course of a lifetime. Sometimes you can’t see them and you stumble into them.

Someone could be a radio sports broadcaster, then become an actor, then a politician… and subsequently governor of a major state and president of the United States (Ronald Reagan). And, of course, we all know many other examples, many famous and millions not so famous, but successful at many levels.It may be that you should consider positioning yourself for more than one possible goal at this time, and running what we refer to as a “dual campaign.” For example, a logical step may be seeking a new job as a VP of Marketing. But you might also have accumulated knowledge and experience that would allow you to seek a position as a General Manager, or perhaps Chief Operating Offi cer, or even Chief Executive Offi cer in the right type of organization… in the right industry.