Those on the employment market will find the following statistics informative.According to the U.S. Bureau of Labor Statistics, of all jobs "created": 32% are new ones. 68% are to replace employees who left for one reason or another. Of all hires made, 40% are selected from internal candidates. Of special relevance to an executive in targeting his or her job search efforts is the fact that by far ... Read more

Executive-level clients frequently ask me if they need a cover letter. They’re not convinced anyone reads them, and they often wonder if writing them is worth the time and effort.

These concerns are not completely unfounded. About one-third of hiring managers will never look at a cover letter, another one-third will go back and look after reading the resume, and the final one-third will go through the resume IF the cover letter catches their attention. Since you don’t know which category the reader will fall into, it’s best to play the odds and include a well-written one.

Even if these statistics convince people they need a cover letter, they’re still not sold on the fact that it should be a good one. I’m here to convince you otherwise! Consider the following:

1)      Applicant Tracking Systems search cover letters: Keywords are terms that companies use to automatically screen candidates when they receive hundreds of resumes. The cover letter gives you an additional opportunity for including potential keywords.

2)      The economy is ROUGH: This is no secret. In an economy where there are multiple candidates for each job, it’s to your advantage to use any edge you can.

3)      Personal stories can make a difference: If you strongly believe in an organization’s mission and you don’t bring this out in the cover letter, you could be missing an opportunity. Especially in associations, leaders look for candidates who believe in their cause. In fact, Michelle Obama ultimately got her job with the City of Chicago after Valerie Jarrett (the hiring manager) was moved by her cover letter.

Though writing a powerful cover letter takes time, it may not be as much as you thought. They should just be one page and “less is more” – 3 to 4 paragraphs is all you need. Plus, once you have your first letter written, you should only need to customize a few sentences for each new position.

Most people in associations (actually, most people at ANY type of company) are frequently met with resistance when trying to do something new. Often, if you ask someone WHY they are performing a specific duty, you’ll hear, “that’s how we’ve always done it.” Obviously, there must have been a good reason at the time, and it’s very possible the task at hand is being done the best possible way. However, if you don’t stop and analyze once in awhile, how will you know?

A lot of people fall into this trap during their job search, especially if it’s been years since they’ve had to look. Traditional methods such as applying to open jobs and using recruiters should still be included (if they never worked, they wouldn’t exist!). However, your time will be better spent if you cultivate “warm leads” at the organizations you want to work for. Networking is the key, but this can be accomplished in a variety of ways such as reconnecting with former co-workers or volunteering within a professional association.

Becoming recognized as a subject-matter expert will make you the “hunted” versus the “hunter.” Posting articles, writing a blog, and speaking at industry events are all ways to stay visible. While not networking, you’ll build credibility, which will also turn countless people into “warm leads” for you.

Whatever you do, regularly take time to analyze the results you’ve been getting. When you get a hit on your resume, call from a recruiter, or invitation to interview, take note. See what has been most effective, and spend more of your time and energy on those approaches.

As career professionals, we know that the number one reason an employee leaves a job is because of a bad relationship with their immediate supervisor.  This story comes in many shapes and forms.  Undoubtedly, there are bad bosses out there.  And, some workplaces are structurally dysfunctional.

But each relationship is a two-way street, and most relationships break down due to poor communications which, in itself, is often a symptom of deeply rooted misunderstandings about what truly motivates us.

Old  School

For example, if a particular manager has a directorial management style, they might conflict with an employee who functions best with ‘hands-off’ style management.  The manager prefers to get the work done through the efforts of others–subordinates, assistants, associates– in the manner they, as the boss, determine is correct, appropriate, or effective.  This is often referred to as an “old school” management style, or the familiar “command-and control” management style adopted from the military, from which, of course, many post-WWII managers were sourced.  The employee, on the other hand, operates best under a manager who allows them to exercise independent control over their specific area of responsibility.  They prefer a manager who lays out the goals and objectives for a project, then leaves them to get the desired result in their own way.  The manager’s preferred style clashes directly with the employees preference for being managed!  This is a recipe for workplace conflict.

Unless both manager and employee have a vocabulary for communicating how they best function and what kind of situations motivate them, their attempts to communicate can quickly deteriorate into negative interactions, involving resentments, misunderstandings, petty squabbles, accusations, silent resistance, passive aggressive behavior, harrassment, discrimination, and other common forms of unproductive workplace behaviors.

As professional career guides, we can help our clients navigate the choppy waters of on-the-job relations by helping them focus on how they work best as managers or employees.  The key to doing so is to help them step out of the volatile on-the-job circumstances, and tell stories about enjoyable projects at home or in the community.

How do they manage projects outside of work?

When listening to your client stories, listen to managers describe situations outside of work where they took responsibility for accomplishing a goal or getting something done by actively managing the efforts of others, such as in volunteer projects through a social service club, a sports team, a church or synagogue, or a professional association.  Do they actually step into such situations outside of work?

If they do, they may have a natural managerial talent that they enjoy using. Are they equally “old school” in those situations?   Or, do they adopt a different style of managing, perhaps as a team captain, where they act as an example to a team or put the team into action?  Or, do they take on more of a coordinator role, where their interactions with subordinates is participatory rather than authoratative in nature?  Or, do they tend to act and speak in a forthright manner as a leader causing others to follow them, or their cause, program, or mission?  Or, are they adept at determining what sort of work people are suited for, and encourage them, and how their abilities can best be used in that situation?

Some managers feel obliged to operate in a certain managerial style due to the corporate culture in which they work, but will gravitate to their more natural style during times when they are doing something they truly enjoy outside of work.

How do they prefer to be managed?

Similarly, employees can learn what kind of management sttyle they prefer by paying attention to the way they are managed in activities outside of their 9-5 job.  Some individuals prefer continuous support from someone who touches bases frequently and offers directions and advice as needed.  Others prefer oversight from someone who provides direction and support only at key points of a project, usually when a critical decision needs to be made.  I know that I prefer a manager who provides me with direction and support at the outset of a new assignment or responsibility, then leaves me pretty much alone to carry it out.  Some people are truly independent and thrive without any managerial direction.  Still others function best with a manager who treats them as an equal, who works with them as though they were involved in a “collaborative effort (from co-labor).

Vocabulary for harmony

The next step is to help them build a vocabulary from those positive experiences that will assist them to communicate to their colleagues how they best work, in order to mitigate the often destructive misunderstandings that arise when people do not know how they best operate with their natural talents and motivations.  This kind of informed communication is a key element for resolving many workplace disputes.

Recently I purchased a pair of lululemon athletica pants. I spent more than I usually would. Although I appreciated the fact that lululemon clothing is made from better quality material, and is sewn to last, the reason I purchased these pants had more to do with how I looked than manufacturing quality. Sales, you see, is largely based on benefits, not features.

Job hunters would do well to learn these sales techniques. For example, rather than strictly communicating features (skills, experience and education might fit into this category), the job hunter would improve his or her chance by moving the focus from telling to selling by including benefits.

But what, exactly are benefits, from a career perspective, and how to best communicate these?

This is a challenge for most. Let’s work with “Mary,” an I.T. Help Desk job hunter. Mary’s features include the required education (which all applicants invited to an interview also have); five years of experience (again, because it was a job requirement, all interview candidates have five plus years of experience); and the requisite skills that belong to this position. You guessed it, all the applicants are equally credentialed.

In order to stand out, Mary must learn to sell her benefits along with the features. Her benefits include innate talents and strengths, any additional training (complete or ongoing, formal or self-study), related volunteer work, and most importantly, the results of her combined features and benefits. Here’s a sample Question and Answer that illustrates the concept in action.

Question: Why do you feel that you are the best candidate for this job?

Answer: Well, of course you are well aware of my relevant education and ongoing professional development. You may not be aware that I just signed up for the XYZ Course with Advanced Technologies. In three months I will also be certified in writing Help Desk policies. And, you are well aware of my skills and experience. What I’d like to bring your attention to is the results that these credentials have brought to past employers, when partnered with my strong work ethic, troubleshooting skills, and ability to work collaboratively with all departments and all levels of people.

And then our Mary would highlight a few workplace stories that demonstrate

• work ethic (sticking with a problem until it is solved; staying late on occasion to make sure important issues are resolved);
• troubleshooting (developing a reputation as the go-to person for those software problems that others have given up on);
• and collegial work (the inter-divisional committee she belongs to that seeks to make I.T. more accessible and understandable).

Learn to identify workplace accomplishments that demonstrate an added value, those benefits that illustrate features in action in the workplace. It is delightful music to a recruiter’s ear! You’ve ticked off the requirements: knows the work, has done the work, isn’t going to take micro-managing, has a good reputation, isn’t a risky hire. All that’s left is to accept the offer!

Membership isn’t growing, but it’s not for a lack of trying. You put a strategic plan into place, are starting new initiatives, and your organization has a positive reputation. Still, the numbers aren’t increasing as much as you’d hoped, or, they might even be dropping. The answer you hear over and over again? “It’s the economy.”

It’s not news that with high unemployment and budget cuts, people are trying to reduce costs in any way possible – unfortunately, that can include association dues. While this can be a valid reason for declining membership, how can you present yourself as a strong leader despite the lack of results?

1) Remember that hiring managers are well aware of the challenge association leaders are facing: the economy and your industry may even speak for themselves. If you’re leading an association which focuses on architecture or construction, it will likely come as no surprise that membership is down.

2) Mention accomplishments that have nothing to do with membership: For example, did you build a strong team your first few months on the job? Did you reduce costs by eliminating services with a low-ROI?

3) Consider including case studies in your executive profile: Case studies give you an opportunity to tell a broader story than your resume will allow. For example, stagnant membership might not be something you’d want to highlight. However, if it had been consistently declining for the five years before you came on board, and you were able to stop it (or even slow it), explain your approach. If you’ve developed a long-term plan that should show results as the economy improves, outline your strategy and include your anticipated results.

Obviously, it’s important to do all you can to keep your association healthy. However, during tough economic times, there are limits to what can realistically be accomplished. If you’re concerned about how this will look to a future employer, use the above strategies to highlight all that you are doing to strengthen the organization.

Based on two North American studies, it is clear that many executives are still opting to follow templates rather than creating a distinctive, strategic resume. Historically, professionals have been told to list their career history in a chronological format, presenting their career progression in reverse sequential order. Functional resumes, on the other hand, have been used to disguise career issues by categorizing the career history under competency headings. There are other strategic options. Executives rarely choose to implement those.

As a leader and innovator in the Canadian resume writing industry, Graham Management Group (GMG) actively keeps a finger on the pulse of the market. In the largest research study of its kind, we evaluated 1000 randomly selected resumes that we received in 2009. These resumes were sent to us from senior executives, managers, and other six-figure professionals across Canada. The survey found that 25% of resumes were structured in a format that did not position the candidate most effectively. Practitioners often debate which format to use: chronological or functional. However, typically, many completely ignore a third option – a strategic combination resume format that may be a hybrid of the two.

There is a strong argument for applying a reverse chronological strategy whenever possible. A survey recently conducted by an independent research firm on behalf of Accountemps suggests that hiring managers veer away from functional resumes. 150 senior executives from 1000 of the largest North American companies were asked if they prefer a chronological resume versus one organized by job functions and skills. 75% of the respondents interviewed said they prefer the chronological format. Only 17% indicated that they prefer functional and 8% had no preference.

Hiring managers dislike functional resumes because the skills and relevant accomplishments are separated from the employment history. This makes the resume difficult to follow, as the reader cannot connect the candidate’s accomplishments with the position they held at the time.

Career Professionals of Canada, the national Canadian association administering the Certified Resume Strategist Credential, suggests that “while it is true that recruiters prefer the reverse chronological resume, there are occasions that call for other formats. Whenever possible, give preference to the reverse chronological format to keep the individual‘s responsibilities and accomplishments under the respective job titles. If you must, use a hybrid combination of functional and reverse chronological that will strategically minimize your client’s obstacles while meeting the employer’s needs.”

Based on the research, it may be best to avoid the functional or skill-based format. Since most recruiters prefer resumes to be formatted in a reverse chronological format, unless there is a major career barrier to address, there is no reason to veer from this strategy.

In many circumstances, a hybrid combination of functional and reverse chronological will strategically minimize obstacles and meet the prospective employer’s needs. If the candidate is attempting to transition into a new industry or role, or is addressing a major career lapse such as a lengthy sabbatical or career gap, then such a strategic option should be considered. Whichever format you choose, ensure that you mitigate all career barriers and present a compelling and readable story to draw in the hiring manager.

Sharon Graham is Canada’s Career Strategist. You can download the groundbreaking research report from Graham Management Group here >> Research Study: How Does Your Resume Compare?

From what I’ve seen, there are typically two categories that job seekers fall into when it comes to the methods they use:  active and passive. 

Those that are passive go after jobs that are presented to them, whether by a contact or a job advertisement. They often end conversations with, “Let me know if you hear of any openings.”

Those that are active apply to companies whether they have an advertised opening or not. They continuously seek out new networking contacts. They begin conversations with the question, “Who should I talk to at XYZ company?”

Judging by the above statements, you would assume that the “active” job searchers are using the best way, right?

Well, yes and no. Yes, if you have to choose one method, the active style will statistically lead to greater success. However, one of the biggest reasons for this is because the vast majority of people exclusively conduct passive searches. With so many applying to all those open positions, the active job hunters will have much less competition when proactively searching.

So, why do I say “no”? Job boards exist for a reason because they work (approximately 10% of the time). Your best bet would be to combine the best of both passive and active job search strategies. To maximize your time, association leaders looking for a new opportunity can use the below “recipe” as a start:

1) Attend two networking events per month that focus on your industry or associations in general (such as ASAE and the Center for Association Leadership or the Association Forum of Chicagoland). (ACTIVE)

2) Spend one hour every other day searching for open jobs through an aggregator like Indeed.com (PASSIVE)

3) Identify associations you would like to work for and see if they have openings on their site. (ACTIVE AND PASSIVE)

4) Create a list of associations you would like to work for and send a highly-targeted cover letter and resume by mail–whether they have advertised openings or not. (ACTIVE)

5) Use a reputable recruiter distribution service and have your resume sent to those that source for associations and non-profits. (ACTIVE AND PASSIVE).

This brief list is just to get you started. It can be revised for what works best for you.

Canadian Resume Research Study: 96% of resumes from six-figure candidates appeared to come from templates commonly found on the Internet.

These days, with the economy just starting to rebound, the Canadian labour market is flooded with executive resumes for senior-level professionals looking for work. The current market has created an unfortunate situation for thousands of job seekers. Many of them are highly experienced and successful – and yet they find themselves in need of a new position.

In the largest Canadian research study of its kind, Graham Management Group evaluated 1000 randomly selected resumes received in 2009. These resumes were from senior executives, managers, and other six-figure professionals across Canada. The study found that 96% of all resumes assessed appeared to come from templates commonly found on the Internet.

The competition for executive positions is fierce. These days, everyone seems to be applying for the same positions because there aren’t many available. If you are in an executive search, you’ll need to design a resume that is unique and cannot be missed. You need to stand out from the rest and be seen in the pile of hundreds of executive resumes submitted for the position.

It may have been years since you have written an executive resume and you aren’t sure where to start. Chances are good you have pulled out your old resume updated it. Or, worse, you are using a resume template provided from your word processing application to design an executive resume! The problem you’ll encounter is that the job you are applying for most likely has hundreds of other applicants too. When the recruiter reviews all of the executive resumes, they will all look the same.

Executive resume writing can be very difficult, and most successful people transitioning in Canada are submitting a perfect document. You must design a resume that is not from a template. Your document must stand out from the rest. An executive resume that is not from a template shows the organization you are not afraid to step outside of the box.

This is your career and you don’t want any mistakes. If you are a Canadian professional who is looking of a senior-level job, the best thing you can do for yourself today is to hire a resume service based in Canada to design an outstanding executive resume for you. A strong executive resume writer will know exactly how to design a high-impact resume that will prominently focus on your accomplishments and successes.

Venturing into the Canadian job market during this economic turmoil does not need to be a scary prospect. In Canada, you have the advantage of foresight and a strong support base. Ensure that you have the best chance of success; consider a Canadian professional executive resume writer to help you achieve your goals.

Sharon Graham is Canada’s Career Strategist. You can download the groundbreaking research report from Graham Management Group here >> Research Study: How Does Your Resume Compare?

Yes, sometimes it comes down to what’s in a job ad or what a recruiter is sourcing for. However, if you’re proactively looking while employed, you may have the luxury of targeting associations that interest you the most.

Let’s assume for just a moment that you are an experienced executive director, and you get to strategically plan your job search–you’ll contact recruiters in your areas of interest, network with people in your target area, and apply to associations with missions that really speak to you–but what IS that mission?

There are a few ways to go about finding out:

• Look to your past work experience. What jobs did you enjoy the most? What tasks did you prefer spending your time on? What companies did you most like working for?
• Go back even further. What did you major in? As a child, what did you want to be when you grew up?
• Think about which causes are closest to your heart. What organizations do you donate money to or volunteer with? How do you spend your free time (sports, arts, travel, etc.)?

While these questions may not give you an immediate answer, you should gain clarity on what areas you’re most passionate about. For example, if the arts are a strong theme, start exploring associations that focus on arts in the schools, professional theatre, or art museums. Depending on your area of interest, there could be a variety of options out there. According to the ASAE & The Center for Association Leadership, there were an estimated 86,054 trade and professional associations in 2004. While you may have to repackage your career marketing materials for your area of interest (if you’re breaking into a new industry) rest assured there are plenty of exciting possibilities within association management.