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They’re Just Not That Into You

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Breaking up is hard to do. The old song is as true for romantic relationships as it is for candidates interviewing for a plum role with a great company. Even if it is a brief courting period/interview process, you have invested time, energy and significant effort. You’ve started getting excited for the future. And then, suddenly, you find that the feelings are not reciprocated.  The hiring manager or recruiter delivers the bad news, with something like “we’re moving in a different direction“, or “we’ve filled the position internally”, otherwise known as “It’s not you, it’s me” message. In rare cases, you’ll actually find out it was you and get some meaningful feedback. Either way, it’s clear, what you thought was the beginning of a meaningful, long term relationship is over, done, caput, finished. Time to take a breath and exit nicely, else you scorch the earth by becoming the stage five clinger* candidate.

I am an Executive Recruiter who works on high level searches for my clients, and have to let candidates know of tough decisions in the recruiting process on a regular basis. Very recently, I have had two candidates in separate searches who handled the news of “the breakup” quite differently.

The first candidate, who we will call Jack**, interviewed with me for a role with Company A. I liked Jack’s skills and experience, and believed that he could be a fit for the role. I presented him to my client, who did a phone interview with him. The feedback was that he had highly relevant experience, but came across as arrogant, talked over the client throughout the interview, and spoke ill of former coworkers (all things he did not display in his interview with me). The client, understandably, felt that this was not the best fit for their culture. When I called Jack to explain, he went ballistic. He told me that the client and I did not know what we were doing, he would find someone more important than us at the organization who would understand how great he was, and that the client did not give him enough time to explain his experience. A few days later, he sent a scathing email to the client. Five paragraphs of how we had made an egregious mistake by not hiring him. Thankfully, my client and I have an open and honest relationship, and she forwarded it to me. How embarrassing for me and how uncomfortable for my client. We decided to go ahead and hire him. I kid! We clearly are moving on to candidates who are a better fit for the job and the organization.

I was then understandably gun shy when I had to share news with a candidate interviewing with another client, Company B. They had decided to move forward with other candidates. This candidate, who we will call Sonny***, interviewed for a role of a similar level as Jack had with my other client. When I called him, he listened, asked for feedback, and though I could hear the surprise in his voice at the news and he was quieter than usual, he thanked me for the consideration. Within an hour, he emailed me to say that he was sorry if he seemed short with me. He had been surprised by the news, but upon reflection understood the client’s decision and wished them well. He further thanked me for the feedback, and said that it was great working with me and he hoped that we would have a chance to work together again.

Regardless of the reasoning, shock and bruised feelings are inevitable when someone finds out that they are not “the one”, and there will be a period of mourning while the dreams and excitement of the future fade away. The difference between Jack and Sonny is obvious. One burned a bridge, and one was a true professional, which left a lasting positive impression. Guess who I will call to play matchmaker for the next time I have a great catch of a job?

 

*Thank you, Wedding Crashers, for this gem!

**Name has been changed to protect the guilty

***Name has been changed to protect the rock star candidate who handled the situation with elegance and grace.

 

Cindy Joyce is the CEO of Pillar Search & HR Consulting. With over 20 years of experience, Pillar provides national retained search services for exceptional non-profits and foundations and early-stage or rapid growth for-profit firms. All share the characteristic of desiring top talent who want an occupassion, not just an occupation.     In addition, Pillar offers human resources consulting services, which was born of clients requesting help on projects beyond executive search, and includes leadership coaching, human resources audits, handbooks, assessing organizational design, training, team building, and employee communications. A woman-owned business, Pillar is based in Boston, MA, and works on both a local and national level. For more information, please visit www.pillarsearch.com.

 

 

 

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How to Deal With the Karen Walker Employee

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Remember the fabulous show Will & Grace? For those who were not privy to it, the show ran from the late 1990’s through 2005. Based in New York, it followed the lives of best friends. Grace Adler, a woman who ran her own interior design firm had an assistant, Karen Walker, a very rich, oft-drunk socialite. Karen made no bones about the job being a hobby for her, which resulted in some very funny moments. My personal favorite Karen-ism?

Grace Adler: Karen, I don’t want a check. I want assistance. I’m the boss. I give you checks.

Karen Walker: Yes, you do, honey, and I love them. I do. You know, I keep them all right here in this box.

While TV can show the hilarity of treating a job like a hobby, in real life it’s anything but. I’ve worked with two clients this year alone who were struggling with how to work with an employee who treated their job with a nonchalant, devil-may-care, laisez-faire attitude.

While I understand that everyone has a different tolerance for stress and some can make everything seem like a breeze, the Karen Walker employee is toxic because they do the bare minimum and seemingly flaunt it in the face of their boss and colleagues. They skim that line of acceptable performance, but seem to pull far enough away from underperforming at the last minute that it keeps them employed for far too long.

The cost you expect? Other employees. The Wills and Graces of the organization, the ones with actual passion for their job and a strong sense of work ethic. While underperformers can harm morale, the Karens pour gasoline on the culture you have tried so hard to build, and then slowly burn it.

The cost that may surprise you? It takes a huge toll on your brand and worth as a leader. People will wonder if you are either aware of their bad behavior and lack the guts to do anything about it, or if you are too clueless to notice.

Nip it in the bud. In the case of my two clients, they hired me to do coaching with each of their Karen Walker employees. The first? In Karen’s words, “Oh honey no, just no.” No amount of coaching, attempts at getting the employee to modify their behavior, recognize the impact on their colleagues, or gaining better understanding the company culture worked. Thankfully, the other person responded well to the coaching and was able to make modifications to their behavior and attitude and is now thriving.   If only Grace Adler had hired Pillar Search & HR Consulting!

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Cindy Joyce to Present at Lean In Boston Chapter!

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Lean In is a nonprofit organization and online community dedicated to helping all women achieve their ambitions.

 

Tickets are available at https://www.eventbrite.com/e/boost-your-personal-brand-with-lean-in-boston-chapter-tickets-22668203206

 

Speakers

Cindy Joyce, Founder, Pillar Search on Promoting Yourself on Social Media

Social Media can be daunting. Between websites, blogs, LinkedIn, Facebook, Twitter and more, the opportunities to engage online are endless. How do you focus your efforts? In this discussion, Cindy outlines:

  • The Brand of YOU
  • Knowing your Audience
  • How to Build Credability with Content
  • Building Relationships

Cindy Joyce is the Founder of Pillar Search. With over 20 years of experience in recruiting and human resources, Cindy has a proved ability to build and maintain professional relationships. She has worked and volunteered at some truly great organizations including City Year, Lois L. Lindauer Searches, Junior League, Harvard Law School, FundQuest, Acadian Asset Management, and Dress for Success. Based in Boston, Cindy works on local and national executive searches.  Her human resources experience has afforded her an opportunity to work with clients in both non-profits and for-profits, with an emphasis on improving employee productivity and promoting a strong organizational culture. 

Elaine Varelas, Managing Partner, Keystone Partners on Career Boosters and Busters

We all share the desire to achieve career success, but as women the challenges that we face in the workforce are unique and the things that we need to do to drive career success are not always obvious. Additionally, many of us do things to derail our career and we don’t even know it. In this interactive session, Elaine Varelas will review the top career boosters and busters and show you how to avoid these insidious career derailers, while making changes (big and small) that will boost your career to the next level.

Elaine Varelas, Managing Partner of Keystone Partners, has over 20 years experience in career consulting and coaching development, and has worked with numerous executive management teams to improve organizational effectiveness. She has expertise in successfully resolving complex career management issues, including workforce planning, redeployment and multi-site restructurings. Elaine also serves as Treasurer of Career Partners International, LLC, a network of independently owned career management firms which Keystone co-founded in 1987.

For an additional $10, sign-up to have a professional headshot taken by April of Sweet Monday Photography. Did you know that your LinkedIn Profile is 11X more likely to be viewed if it has a picture? It’s worth the investment in a headshot that people will remember!

Want to get your hair done before the event? Call Blo Seaport at 617 426 0874 to book your reservation for March 30 and save $5 on the appointment when you mention Lean In.

When

Where

WeWork – 745 Atlantic Avenue, Boston, MA 02111 – View Map

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Upcoming Speaking Engagement! Boost Your Personal Brand with Lean In Boston Chapter

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I am honored and excited to have been selected as one of the speakers at Lean In Boston’s next Chapter meeting, where I will be leading a discussion how to promote yourself on social media. Joining me will be Elaine Varelas, Managing Director, Keystone Partners, who will be leading a discussion on career boosters and busters. Follow Lean In Boston on Facebook for more details on what is sure to be an exciting event.

Save the Date!  March 30, 2016 5:30 p.m. at WeWork South Station, Boston, MA

About Lean In:

The book Lean In is focused on encouraging women to pursue their ambitions, and changing the conversation from what we can’t do to what we can do. LeanIn.Org is the next chapter. Lean In is committed to offering women the ongoing inspiration and support to help them achieve their goals. Lean In believes that if we talk openly about the challenges women face and work together, we can change the trajectory of women and create a better world for everyone. Empowering women and closing the gender leadership gap are imperative for companies that want to perform at the highest level. That’s where Lean In comes in. Lean In’s programming helps women connect with peers and organizations counteract gender bias.

About Cindy Joyce and Pillar Search:

With personalized service and proven results, Pillar is your partner in executive search and human resources consulting. With over 20 years of experience, Pillar provides national retained search services for exceptional non-profits and foundations and early-stage or rapid growth for-profit firms. All share the characteristic of desiring top talent who want an occupassion, not just an occupation.     In addition, Pillar offers human resources consulting services, which was born of clients requesting help on projects beyond executive search, and includes human resources audits, creating a handbook, assessing organizational design, training, team building, and employee communications.    A woman-owned business, Pillar is based in Boston, MA, and works on both a local and national level. To contact Pillar Search, click here.

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Onboard or Onward: Ensuring the Success of Your New Executive Hire

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“About 40% of executives who change jobs or get promoted fail in the first 18 months.”

Fortune Magazine

Where does it all go wrong? Too often, the onboarding process is where things fall apart. I am not talking about “orientation”, which often is done day one and generally involves the basics of assigning a building pass, conducting a benefits overviews, meeting the team and reading a few policies. Onboarding is a longer process, and if done well (typically in partnership with Human Resources and managed by the new executive’s manager, or the Board Chair if they report to the Board of Directors) can almost guarantee fit. It is holistic and gradual. It is also very deliberate, and will require constant check-ins and open communication.  Here are five key activities that will help to ensure that your new executive will be successful in their new role:

Start to Onboard Before They are Actually ON BOARD!

The time between an offer being accepted and the executive starting is sensitive. They may be dealing with a counteroffer, having to say goodbye to much-loved colleagues, and are nervous about this new venture. Keep in touch. Reiterate your excitement to have them joining the team, and have a few people in the organization reach out. If there are organizational overviews, annual reports, strategic plans or other things that that they can read up on ahead of time, get those to them during this time so that they start to feel like part of the team.

Send an announcement out to the staff and the board a few days before their start date explaining their background and the job they are filling. This will help make them seem more familiar to the team when they come through the door, and as an added benefit they will not have to review their resume and background with absolutely everyone in their first week or so.

Relationship Before Task 

Ideally, new executives will meet with their team and people across the organization. One-on-one meetings are great, but remind those who will be meeting with the executive to get to know them before delving into the inner workings of their role or the issues they face. Building rapport with new colleagues and direct reports is critical in the early days.

Learn By Doing 

Too often, in an effort to get all the information to a new hire as soon as possible, they are introduced to processes way too soon. Guess what? They will not remember how to do an expense report or change their password or complete a sales report 30 to 60 days in when they actually need to do it if they are taught how to do it their first week. Have the right people meet with them at the start to review the process at a high level, and then have them set up a time to do it later when they can sit down with real data and learn from it real-time.

The Buddy System 

What we learned in grade school still applies: the buddy system works when the new kid starts. This should not be the executive’s manager, but a peer or high-performing direct report who has longevity and the personality to be an effective buddy. The buddy can manage the nicety of taking them to lunch on day one and being available to explain the intricacies of culture, relationship dynamics, and certain pitfalls to avoid, which are things that the executive may not be comfortable asking of higher-ups.

Check In Early & Often

I too often hear that executives join, get a ton of attention the first day or two, and then are largely left on their own. It does not feel welcoming, and it runs the risk of them going in a direction that is difficult to course-correct later on. Meet with them daily, even for 10-15 minutes, in the first few weeks. Move on to twice weekly, weekly….you get the point. Let them know where they are doing a great job. Let them know where they need to take a different approach. But LET THEM KNOW. Being clear on what is a success will lead to more success.

While by no means a complete onboarding process, following the steps above will help to ensure that your new executive hire is one of the 60% who will be a success in the first 18 months.

Cindy Joyce is an Executive Recruiter and the Founder of Pillar Search, an Executive Search and HR Consulting firm located in Boston that works with clients nationwide. She can be reached here.

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Lights…Cameras…Your LinkedIn Profile Picture!

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In the acting world, headshots are a must for actors and actresses, whether they are just starting out or have reached “celebrity” status.  Headshots are their calling cards.

Treat your LinkedIn profile picture as if you were in Los Angeles or New York chasing a big acting job and as if that picture were your calling card. It is often the first impression that you will make on potential clients, employers, and vendors.  Make sure that the impression you leave is a positive one.  Plus, you may not be actively looking for a new job, but you never know when a hiring manager or executive recruiter will be looking around on LinkedIn and come across your profile.

I recently updated my own profile picture, and in the process did my research asked some friends who are photographers and in the image business to give their suggestions for a great headshot.  Here are some tips for a winning profile picture:

  • Hire a professional, or ask a friend who takes good pictures to help out
  • Thou shalt not take a selfie.  Deb Liljegren, NYC-based photographer, tells me that your outstretched arms may not be visible, but you are not fooling anyone.  Selfie sticks do not help, either. There is a clear difference between a DIY picture and one taken by someone else
  • Susan Tran, a photographer in Boston who did my recent photo, suggests that people smile big but not TOO big.  According to her, too big a smile can look forced.  Think of someone who makes you happy so that you capture your most natural smile
  • Boston photographer Stephanie Olsen says to BREATHE! Stephanie points out that everyone holds their breath when being photographed. This makes their shoulders rise up a bit and does not let their true smile come through. Stephanie guides people by telling them to exhale a smile. This also make them a laugh a bit and the smiles that follow are the most natural.
  • Wear professional attire suitable to your industry.  Dark colors work well so long as you do not have a dark background, in which case you would want lighter attire.  Contrast will make the picture “pop”.  Avoid prints, which can be too busy and could blend into the background
  • According to Brad Duncan, Boston’s top skincare guru, you should exfoliate your face a few days prior to the photo and drink tons of water in the days leading up to the photo being taken.  This will help skin look smoother and more even in the photo
  • If you wear makeup, go for a lighter hand for a soft effect.  Pretend you are going for that soft, fuzzy, super-forgiving Barbara Walters interview lighting
  • Speaking of lighting, Deb Liljegren also suggests shooting outside or near a window with filtered lighting

 

Remember, LinkedIn is a professional networking site and your photo should reflect that and portray your best you.

 

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Keep It Clean: Tips for Sprucing Up Your Personal Social Media in the Job Search

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When you embark on a job search, you likely will immediately update your resume and spruce up your cover letter template. These are all incredibly important to do, but you may want to go further into your social media. Potential employers may Google you, so go ahead, do a search on yourself and see what comes up. They may do this search prior to interview selection, so you will want to ensure that you are making a good online impression and setting a positive tone.

Privacy, please: Set your Facebook and Instagram to private. Click here for instructions on changing your Facebook settings, and here for instructions on your Instagram settings.

Keep it clean: Make sure that any photos that you have posted or that are posted of you are not in questionable taste. You know which ones I mean. If you would not want your grandmother seeing it, you should not want it out there for potential employers to see. Going forward, when posting photos on Facebook, select the option of photos only being viewable by “Friends”.

Remove any rants: Twitter, by nature, is where you can spout off in 160 characters or less. If you tend to tweet, scroll through and remove anything that could be construed as a negative sound-off, especially if it has to do with your frustrations related to your job, organization, boss or colleagues.

Learn to leverage LinkedIn: LinkedIn is probably the first place that a potential employer will look. Make sure that your LinkedIn profile is impeccable. Here’s how:

  • Start with a polished photo. Ideally, use a professional headshot. If this is not feasible, we all have that friend who takes amazing photos. Ask them to take one.
  • Look professional.  Avoid photos that obviously have cropped someone else out, or where you are wearing your favorite sports team gear. Ladies, I love a strapless dress or spaghetti strap as much as anyone, but in a headshot it will make you look underdressed or, even worse, not dressed at all, and that is not the impression you want to make as a professional.
  • You know where you have worked. Others may not. Take the time to write up a blurb about what each company you have worked at does. It helps the profile to flow better, and tells a more complete story.
  • Similarly, do not just list your job titles. Explain, even briefly, what you did in each job. This is your chance to shine and give a narrative of your work history.
  • List accomplishments, awards, volunteer efforts and anything that will demonstrate how talented and passionate you are. Do not be shy. This is the time to showcase what sets you apart.
  • Ask people for recommendations. It helps build confidence in both your work abilities and your relationship building skills.
  • Network, network, network. Some people are better at networking than others. If you are not one of them, take a deep breath, click on the “People You May Know”, and proactively reach out. Not only do higher numbers look better (as stated earlier, it shows that you are adept at building relationships) but some hiring managers that I have worked with will not even look at candidates with less than 500 contacts.
  • Ask people whose professional opinion you trust to give you feedback on your LinkedIn profile. This could include trusted colleagues, former managers, mentors, or a recruiter that you may be working with. They may see things that need improvement or accomplishments that you would be well-served by highlighting.

Your resume is just one piece of the puzzle. Make sure that your social media fits the brand that you are building or have built professionally to ensure that prospective employers view you in the best light.