Author: Susan Gygax

  • Master your next move: Insights from a corporate recruiting leader

    It was 2013 when I was having one of my hectic, too-much-to-do, and not-enough-time days as a newly promoted recruiting leader. Together with my team, we filled thousands of jobs every year.

    And, as I was walking into my boss’s office (I’m a really fast walker, even in heels) one of my colleagues said, “Are you running to another hiring emergency?”

    She was a friend so I laughed, but honestly? It bugged me.

    In those days, it wasn’t uncommon for an executive or manager to come by my office with their “hiring emergency.”

    It could be…

    … their budget for a new position was finally approved

    … they were falling behind on a project and the hiring wasn’t happening fast enough

    … they were just handed a new, high-priority initiative and they needed people yesterday.

    I took their needs and my job seriously so I did my best to accommodate their sense of urgency.

    ✔️ I would rearrange job requisitions so they could have a recruiter spending more time on their role,

    ✔️ I’d schedule an emergency meeting to figure out why things weren’t moving fast enough or,

    ✔️ I’d drop the project I was working on and look into the applicant tracking system to figure things out myself.

    It was in the middle of one of those moments that I realized that I was part of the problem.

    I was acting more like an anxious mom than a skilled practitioner.

    I had a great team who worked hard. And, we had some success, but the emergencies kept coming. And, we were all tired.

    I knew it was up to me to make the necessary changes to help my team be successful and help the executives and managers feel confident in our ability to deliver.

    I had to change the way I was working the problem.

    The answer? I created a framework.

    Within the framework were repeatable processes and simple systems. Instead of working each hiring need as a unique problem, I implemented the framework across my team so they could be used by everyone and I could make sure it worked!

    You’re probably familiar with the saying, you can’t manage what you can’t measure.

    And, by structuring our work into processes and simple systems that were repeatable, scalable, and measurable, it made it easy to figure out what we should keep doing and what we should stop doing.

    You may be wondering how I know it worked…

    👍🏼 First, people noticed. Executives and managers started giving us compliments instead of criticisms.

    👍🏼 Second, I used the data we got from our framework to inform recruiting decisions. This helped anxious hiring managers have confidence in our ability to recruit. Their requests for external recruiting help and our need for it diminished dramatically, which saved a lot of money and the reputation of the team improved as their skills and capabilities did.

    👍🏼 Third, I’ve used this same framework of processes and simple systems to hire for years across multiple industries.

    I’ve since taken what helped me and my teams successfully hire thousands of people and created a simple, repeatable framework.

    The clear path forward gives my clients peace of mind.

    I’m telling you this story because as a business leader, you’re no stranger to high-stakes situations and time-sensitive decisions.

    But have you applied this same level of strategic thinking to your job search?

    1️⃣ Create Your Own Job Search Framework

    Just as I developed a framework to streamline recruiting processes, you can create a personalized job search framework. This approach will help you move beyond the typical “spray and pray” or networking until the cows come home.

    👉🏼 👉🏼 External Action Step: Develop a systematic approach to your job search, including daily tasks, weekly goals, and monthly objectives.

    🌟 Internal Win: Celebrate taking action –regardless of the outcomes – because this is what you can control.

    2️⃣ Implement Simple Systems for Maximum Efficiency

    You’re used to juggling multiple priorities. By implementing simple systems in your job search, you can ensure consistency and save valuable time because you know what’s working and what isn’t.

    👉🏼 👉🏼 External Action Step: Create easy-to-customize templates for outreach emails, follow-ups, and thank-you notes.

    🌟 Internal Win: Close the loop in your brain when you want to say something meaningful with ease.

    3️⃣ Leverage Data to Inform Your Strategy

    Just as data-driven decisions improved our recruiting outcomes, you can use data to refine your job search strategy.

    👉🏼 👉🏼 External Action Step: Track metrics such as response rates to different types of outreach, success rates of various networking methods, and the ROI of your time spent on different job search activities. Use this data to continuously improve your approach.

    🌟 Internal Win: You won’t be wondering what works at your level.

    4️⃣ Position Yourself as a Solution to “Hiring Emergencies”

    Companies often have urgent needs. By positioning yourself as the solution to these “hiring emergencies,” you can create opportunities that didn’t previously exist.

    👉🏼 👉🏼 Action Step: Research target companies and identify potential pain points or growth areas. Craft your outreach messages to directly address these needs, showcasing how you can provide immediate value.

    🌟 Internal Win: You aren’t solely relying on reactive methods (referrals and posted jobs). Celebrate your creativity because you translated your skillset – you’re the aspirin, not the vitamin.

    I want to remind you that you aren’t just searching for a job – you’re strategically positioning yourself as the solution to a company’s most pressing needs – and building a career you love.

    Think a friend would benefit from Career Moves? Share here!

    Refine your interview skills with these proven strategies!

  • [Part 2] On the scarcity of leadership opportunities

    Do you recall the shopping for jeans story in the last blog post?

    The moral of that story – you don’t have to try on every pair of jeans (apply to every job you could do) to find the one that fits.

    Going to the store (jobs market) with specifics already decided is your key to saying no without having FOMO (fear of missing out).

    Today’s email is part 2 and there’s a lot to consume in this newsletter.

    If you don’t have time to digest the whole newsletter, bookmark it for later and take these 3 appetizers for the road so you aren’t hungry for actionable tips.

    ​

    1. Not every application is worth its cost to you.

    Every job application you complete has a cost.

    The most obvious one is the time you spend completing the application (a tangible cost).

    There’s also the less obvious time costs:

    ➡️ The time you spent learning about the company

    ➡️ The time you spent looking up the people who work there (you aren’t the only one who does that 😉)

    Then there’s the intangible costs:

    ➡️ Your energy (ever have time, but no energy? Yeah, me too)

    ➡️ Your expectations (what if “this” happens?)

    ➡️ Your perspective (how long will it take to hear back?)

    ​

    2. You won’t get validation from the job market.

    In a competitive market, expecting validation from the job search process will only leave you with uncertainty.

    The market will toss you around like a beachball on an ocean wave crashing to shore.

    You may get tossed back out to sea or you may end up stranded on the shore.

    Either way, validation is not going to come from the market.

    Affirmation comes by honing your confidence and ability to communicate the value you deliver. This takes time and practice.

    ​

    3. You may have also seen my recent post about how the validity of 80% of jobs being hidden is suss. (I speak millennial once in a while).

    ​Here’s the post in case you missed it.​

    Bottom line: That 1974 study doesn’t hold up 50 years later.

    Now onto the delicious and satisfying main meal …

    You’re here because you’ve already done the work to answer the formula,

    “I desire X job at Y company”,

    and you’re ready to gain an advantage in today’s executive job market.

    Let’s dive in!

    ​

    First Course: Build Your Awareness of Abundance

    Awareness = your perception of a situation.

    You look at the world and interpret it based on your perspective.

    Your awareness determines how you interpret what you see.

    Let’s summarize your social media feed in one phrase: You hear a lot of things about a lot of things from a lot of people.

    To combat this reality, you need this awareness.

    Landing a leadership position requires you to become aware of what to focus on.

    When something comes across your feed – ask yourself: “Is this worthy of my attention and retention?”

    Setting your intention daily to focus on what is worthy of your finite attention and retention means that you will:

    Be in the minority. Gripe sessions are popular on social media.

    Be selective. You hear a lot of things, but you get to decide what you retain.

    Be diligent. Protect your awareness of the abundance that already exists.

    👉🏼 👉🏼 Sidenote: If this sounds silly, that’s okay. I ask just one thing: consider that believing in the scarcity of opportunities is determining the actions you decide to take and the actions you take determine your outcomes.

    ​

    Second Course: Devote Your Attention to Gain Access

    Attention = directing your mind to notice something.

    It’s interesting to me that we say, “pay attention”.

    We pay with our attention.

    We pay with our decision to notice something.

    We all have a finite attention span so to focus your attention on gaining access means you’re devoting your focus to gaining entrance.

    The primary access channels:

    1️⃣ Who you know

    Expanding your network online and offline requires you to pay attention to the people who are in a position to offer support or access to something new.

    What does this look like?

    There’s several ways you can do this.

    Here’s how I’ve done it:

    👍🏼 I don’t accept every invitation to connect that I receive.

    👍🏼 I spend 4 days a week focused on building my network. The other days, I focus on other things.

    These two boundaries I have in place are just as important as the work I do within them.

    2️⃣ What you know

    Showcase what you know online.

    Because I know – and I hope you know – that your common knowledge isn’t common, there is a place for you to show up consistently and showcase your know-how.

    👉🏼 👉🏼 Consider this:

    Name 5 work colleagues/professional friends who do something similar to you.

    It’s very likely that you have lots of knowledge in common.

    Yet, even in that scenario, you have UNCOMMON knowledge related to:

    • Your lived experiences
    • Your specialized knowledge in the field
    • A class or certification that you attended/achieved
    • Your individual interests and priorities

    IMAGINE how compelling your knowledge is when you share it with those who aren’t in your immediate circle.

    3️⃣ How you know

    This is the most fun you’re going to have online. Finding simple and repeatable ways to show how you know provides individuals with the opportunity to build trust with you …

    … You in action

    … You sharing your stories

    … You learning and sharing how you learned

    ​

    Third Course: Become Absolute to Gain an Advantage

    Becoming absolute requires you to:

    🛑 Stop comparing

    🛑 Stop making long-term decisions based on a short-term outcome (like that rejection email)

    🛑 Stop filling in the blanks with information you don’t have

    Don’t do the don’ts before you do the dos!

    Here are 3 do’s:

    👉🏼 Build simple systems

    Now that you’ve built your awareness of abundance and devoted your attention to access, falling to the level of your simple systems will keep you from goals that go unfulfilled (thanks to James Clear for the nugget o’ wisdom).

    👉🏼 Boast about your achievements

    Not in a look at me way – in a look at what my clients/team was able to do – way.

    In my experience “I don’t like talking about myself” is code for “I don’t know how to share what I do comfortably.”

    👉🏼 Bond with others

    To combat the loneliness that creeps into a job search process, bond with others who you can learn from and share encouragement.

    Looking for new communities? Ask someone you know where they like to hang out. I’m always surprised by how many communities exist. Some I tap into for a time, and others stick with me long-term. Either way, I give and I get.

    Phew! That was a long one, thank you for making it to the end.

    What stood out to you as one immediate action you can take? I’d love to hear!

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  • [Part 1] On the scarcity of leadership opportunities

    Have you ever looked for something and then realized that it was right in front of you the whole time?

    I have…

    I’ve looked for my glasses that were on top of my head.

    I’ve also looked for my phone that was in my hand.

    It’s embarrassing to admit.

    Sometimes what we are looking for is right in front of us, but we don’t see it.

    When it comes to building a career you love,

    Are jobs at your level really scarce?

    A great-for-you job may not come along every day.

    Or maybe, it’s just hidden in plain sight.

    Before we can answer that question, we have to get on the same page. To do that, we’ll start at the beginning.

    Let’s dig in…

    Do you know where your career to go?

    When I was a leading a team of recruiters, one of my regular 1:1 questions was:

    what do you want to do next?

    I asked this because experience taught me that the majority of the individuals on my team would not stay in talent acquisition.

    It’s high-pressure and highly visible work. If you don’t love it, the burn out usually happens about three years in.

    In some instances, I was able to seek out opportunities within the organization for individuals to work on projects outside of recruitment.

    However, by far, the most common answer I got was, I don’t know.

    I don’t know meant:

    👉🏼 I’m busy and I don’t have time to figure it out

    👉🏼 I’m unsure where I want to invest my time

    👉🏼 I’m good where I am right now

    If you’re starting at: I don’t know what I want to do next because I can do so many things.

    You’re not alone.

    The job market changes fast and you don’t want to be left behind.

    And that’s the exact reason you don’t want to skip this first step.

    The big headlines are not actionable unless you’ve identified what matters to you.

    If you haven’t, you stay stifled and react to what comes your way or what you see others doing (thinking they must know something you don’t).

    A study published in the Journal of Vocational Behavior in 2021 found that individuals with a clear career vision and well-defined goals were 2.5 times more likely to report career satisfaction and advancement.

    If you are tired of waiting for someone else to decide for you:

    Take this action step:

    Before you start collecting information about available jobs or companies that are hiring or contacting your network…

    you must make a decision about what you desire to do next.

    (To decide means to cut)

    That’s step 1.

    Seems obvious, right?

    If I’ve learned anything from those 1:1s and the 50-something calls with business leaders in the last few months, it’s that most people can not fill in the blanks:

    I desire X job at Y company.

    Why do I think that level of specificity is necessary?

    Because …

    … company size impacts what you do all day

    … titles vary based on age and stage of company

    … you CAN do a lot of things, not all of them are things you desire to do

    (fear of missing a pivotal opportunity keeps our mouths shut on this one, it takes guts to say it out loud).

    ​

    Step 2: Take steps in that direction consistently for a defined period of time.

    That means you leave opportunities on the table because you decide that they are not worth the cost to you to apply.

    🙌🏼 One of my recent clients who did the work on this level of specificity, no longer felt obligated to spend every waking minute combing through a long list of jobs online.

    🙌🏼 Another realized that the last 10% of clarity she needed came after she took steps in a definite direction. Today, after removing “all the options”, she’s more enthusiastic about her career, not less.

    This proactive approach is a key difference between those who feel empowered in their careers and those who feel left behind.

    If that sounds like a luxury you can’t afford, ask someone who tossed aside this critical step to take what was available.

    In the conversations I’ve had, people regret settling more than sticking it out.

    But Sue:

    “I’ve advanced in my career by taking advantage of opportunities as they came up.”

    You’re right, it does work – you’re living proof.

    A reactive strategy isn’t bad, but it is limiting your options.

    While you can be successful in reacting to opportunities as they come your way, it’s contributing to your perspective that jobs at your level are scarce.

    It’s okay to start with I don’t know, but if you want to advance your career you must decide.

    It’s a choice you can’t afford NOT to make.

    Without a clear decision, you cannot take clear action.

    And your career advancement is merely a wish…

    Some day I will…

    I’d love to…

    Wishes are great for birthday cakes, but not your career.

    It takes definite steps in a definite direction

    This is not a one-and-done decision.

    Making your next move so you can build a career you love can be like finding a perfect pair of jeans.

    Going to the store (job market) and picking up a bunch of jeans off the rack you will quickly conclude that nothing fits (no jobs at your level).

    When you go to the store with a specific wash and style in mind, 90% of the jeans will not be for you so you don’t even bother trying them on.

    Thus, saving your energy, and enthusiasm for finding the right pair.

    If you have ever tried on 20 pairs of jeans and walked out of the store frustrated and still empty-handed, you know what I’m talking about.

    When you start with specifics, you aren’t distracted by the 90% of jeans sitting on the shelf, you are only concerned about the 10% that could possibly be your right fit.

    When you do find a possible pair for you in that 10% of jeans…

    👖 You can’t just look at them

    👖 You can’t just think about how they look

    You actually have to try them on if you want to really know how they will fit:

    Do they cut your abdomen in half when you sit down?

    Gap at the waist?

    You’ll only know when you put them on and get the resounding yes or the heck no.

    You’ll also know the right fit when it comes to a job:

    Yeah, this is right for me.

    Or

    Nah, now that I know more, this is not for me.

    I recommend 30 days

    If you take consistent, specific action for 30 days,

    it’s long enough to get real data and short enough that you aren’t running after another shiny object in just a week.

    You may not have full clarity in those 30 days but you’ll be one giant mother-may-I step closer.

    If it’s been longer than 30 days and you’re not even a baby step closer, take a second look.

    Ask yourself these questions:

    👉🏼 What actions have you taken consistently over the last 30 days?

    👉🏼 What did you uncover about what you want to do next?

    👉🏼 Are you more or less enthusiastic about your next career move?

    If you haven’t uncovered enough or you’re less enthusiastic, take another look at what you spent your time doing.

    You may be making too many adjustments too quickly or spreading your time and attention too thin.

    In other words:

    1. Decide

    2. Take specific steps for a defined period of time

    (I recommend 30 days)

    3. Make adjustments

    Stephen Covey said:

    “If the ladder is not leaning against the right wall, every step we take just gets us to the wrong place faster.”

    If you know what you want your next move to be, don’t miss the next newsletter – that one’s just for you!

  • The upsides and downsides of contract work while job searching

    Should you take contract work while you’re job searching for a regular full-time position?

    There are plenty of good reasons to take a contract position, a few downsides, and one critical thing you should not miss.

    Let’s dive in 👇🏼

    It doesn’t take long for business leaders to ask themselves if they should consider contract work when the job search is still underway.

    And if you’re a business leader, seeking a regular full-time role, you might be considering contract work while job searching.

    In the last edition of the newsletter, I talked about how a one-sided thing does not exist so let’s look at the upsides and downsides of contract work.

    First, the upsides (good reasons to accept a contract position)

    👍🏼 Bring in the moo-lah.

    This takes some of the pressure off of timing that is out of your control.

    👍🏼 Use your noggin.

    You want to stay sharp and keep your brain in tip-top shape and this is one good way to do that.

    👍🏼 Boost your ego.

    Shhh, you don’t have to talk about this one, it’ll be our secret. Even when you have a mutually agreed-to separation, there’s something about a new partnership, even if a temporary one, that feels good.

    👍🏼 Acquire new skills.

    While you’re most likely going to be hired to do something you do really well, there’s always new skills to learn and old skills to hone.

    👍🏼 Meet new people.

    The majority of business leaders I talk to have a very small network made up primarily of people they worked directly with including their vendors. This small circle is not ideal when you think about WHO is going to help you the most when you want to make a career move.

    In a large-scale randomized experiment involving 20 million people whose findings were published in Science Magazine and a subsequent Harvard Business Review article, your immediate coworkers, close friends, and family were LEAST helpful.

    So who was the most helpful?

    “Our findings uncovered the relationship between the strength of the connection (as measured by the number of mutual connections prior to connecting) and the likelihood that a job seeker transitions to a new role within the organization of a connection.”

    ~Harvard Business Review

    Next, the downsides (bad reasons to accept a contract position)

    👎🏼 Impact on your time.

    If you get into a new contract role, you’re going to go all in, and most likely, your job searching is going to take a back seat which becomes a real problem when contract work slows down (because most likely, it will).

    Mitigate this risk with a practical job search strategy: How to Bust Out of the Candidate Pack. ​

    👎🏼 Short-term outcomes.

    If you’re reacting to short-term outcomes such as not getting interviews or receiving rejection emails, or, if you’ve been doing what you know to do to land your next role, but you aren’t getting any interviews, you most likely have a positioning problem.

    Taking a contract position isn’t going to solve that particular problem.

    It will only distract you for a short while and then you’ll be right back where you were (no interviews) only this time because it’s been a few months you’ve likely lost key positioning momentum.

    We’re about 17 weeks away from the end of the year and roughly 12 weeks away from Thanksgiving. Typically, hiring slows way down at the end of the year.

    You can mitigate this risk by zeroing in on your positioning. If you don’t know where to start, check out this edition of the Career Moves newsletter. ​

    👎🏼 You have job search fatigue.

    And, you may be feeling defeated. Accepting a contract position will not make these feelings go away.

    It may distract you for a little while, but those feelings will be there, lingering in the shadows of your mind.

    If you want something to change, but you aren’t sure where to start, read: How to Navigate Out of Mid-Career Fog (a path for doers)​

    One final note and yes, I saved the best for last.

    A confused recruiter doesn’t call.

    If you decide to take a contract position, make it crystal clear that you are doing so while job searching for your next full-time role.

    It’s becoming increasingly common for business leaders to accept contract positions and there are many advantages that we’ve already discussed. However, when a recruiter or decision-maker lands on your LinkedIn profile, you don’t want them to pause and wonder if you are building a business or looking for a full-time position.

    To avoid confusion use these clarifiers:

    In the title section of your experience, use whatever title you prefer: consultant, contractor then add: “(while pursuing full-time opportunities)”

    In the experience section do the same:

    “Contracted as a XX while pursuing full-time opportunities”

    Why do this?

    To clearly state your priorities. And yes, it’s true, a confused recruiter won’t call.

    The last word…

    Before you accept a contract position, be sure you have these 3 things in place:

    1. A practical strategy for your job search
    2. A very clear positioning statement if a full-time role is your goal
    3. Someone to hold you accountable.

    While there isn’t one right answer to navigating from now to next, there are effective and ineffective ways to get there faster.

    Have a burning question or a high-stakes interview coming up? Schedule a complimentary coaching call and let’s chat about your unique situation.

  • 3 Lessons for Leveraging Uncertainty

    Uncertainty.

    Is there anything more annoying than the uncertainty that shows up – uninvited – right after a layoff?

    It’s an unwelcome party crasher.

    Uncertainty about your future is like driving in a thick fog… you feel confident the road is beneath you, it’s just hard to see more than two feet ahead.

    In 2024, there seems to be more uncertainty rather than less.

    So,

    Are you ready for some good news?

    With uncertainty comes opportunity.

    Big, vibrant opportunities.

    How do I know?

    Simple: Uncertainty is not one-sided.

    In this world of time, space, and matter, a one-sided thing does not exist.

    There’s ALWAYS another side.

    I hope you find comfort in knowing you can embrace uncertainty because opportunity always comes with it.

    Think about it like this…

    When you’re certain, you aren’t looking for an opportunity.

    When you’re content,

    You are comfortable with how things are.

    In those moments of professional uncertainty when you find yourself in the tension of the unknown next steps and what your experienced and protection-focused brain tells you, can you look for the opportunity?

    It could be…

    • A chance to uncover something you didn’t even know existed.
    • A way to move forward that allows you to make the impact and the income you desire.
    • A playfulness in your imagination about what could be.

    I’ve lived through those moments of hazy indecision.

    It was a long and winding road (and not the good kind). Tears and frustration, even anger were on this road. I don’t recommend it.

    Here are 3 of the lessons I learned…

    Lesson One – Perspective (your perspective)

    Now that you know opportunity is on the other side of uncertainty, you can Go All In.

    Did you know that half-heartedness can contribute to burnout, lower self-esteem, and a lack of fulfillment? Did you know that the realities of half-heartedness are frustration, disappointment, and ultimately, bitterness?

    My teenage self can attest to the harsh truths of half-heartedness.

    When you go all in

    ⭐ You learn that you can adapt to unfamiliar circumstances

    ⭐ You recognize opportunities that others might miss

    ⭐ You pursue ambitious goals

    ⭐ You take calculated risks

    ⭐ You’re willing to evolve and even those things that you thought would never change are no longer “off limits”

    Lesson Two – Do Less (your performance)

    Ah, the joy of doing.

    You know it well.

    The sheer pleasure of a big, thick line that shouts “done”.

    But, when it comes to navigating the uncertain terrain, doing less is key to sustaining your performance.

    If you think you should treat your job search like a full-time job, don’t.

    Instead, think “quality” over “quantity” and focus on your highest-impact tasks and activities.

    The first step is to create your strategic plan.

    It starts with deciding (decide = to cut) what you desire to do next.

    Will this stay exactly the same over the next few months? Maybe, maybe not. That’s less important than the fact that you are making a decision and then taking action.

    Both action and inaction cause a result. When you take action, you get more clear. When you don’t, you stay stuck (period. The end. It’s not a great story, but it’s a true story)

    Lesson Three: Discipline (your parameters)

    A discipline is a prescribed pattern of behaviors, says Webster’s Dictionary.

    When you adapt your perspective and define your performance you will need to develop your parameters.

    Webster’s Dictionary also defines it as a system for activity.

    I like both definitions.

    They both remind me of one of my favorite James Clear quotes, “we don’t rise to the level of our goals, we fall to the level of our systems.”

    I’ve used a few different parameter-setting tools.

    👇🏼These are the ones that have made the biggest impact for me…

    ✔️ Time block your calendar

    I’m a fan of 20-minute blocks. If I need longer, I double it.

    ✔️ Establish your routine and update it as needed

    When I decided that I was going to up my workouts from three times a week to four, I also committed to increasing my daily protein intake (thanks to my world-ranked crossfit-loving, personal trainer sister for that key).

    ✔️ Track your progress

    You can’t manage what you can’t measure.

    If you find yourself in the fog of uncertainty, I encourage you to embrace it and trust that your next opportunity is just on the other side, even if you can’t see it right now.

    Get out there.

    You’ve got this.

  • Unleash your Curiosity in your Next Interview

    Tell me if this sounds familiar

    You see a position posted on LinkedIn and it’s in your sweet spot, even the company’s mission checks the box for you.

    You decide to throw your hat in the ring because you know you’re ready to make a career move.

    You’ve just been waiting, cautious.

    You aren’t interested in applying for a ton of jobs, just the ones that really spark your interest.

    And, because this isn’t your first time, you do the things you know to do.

    You may even remember that the market dictates strategy

    So, you don’t buy into the hype about all the things that are wrong, you simply focus on what you can influence,

    • You make a few calls
    • You write a few introductory emails
    • You take a good look at your LinkedIn profile and ask a friend in recruiting what they think (hey👋, if you’re reading this, you can ask me )

    Check, check, and check.

    Bada Bing, Bada Boom – your interview is scheduled.

    Now the real work begins.

    You start to research and take notes.

    This isn’t your first time, you do the things you know to do

    You’ve been the interviewer before so you have a pretty good idea of how this goes.

    But what if there was one thing…

    One tip that would help you bust out of the candidate pack

    One tip that would help you stand out like a red rose in a garden of white daisies.

    To be seen and heard in a way that makes you the obvious choice for this oh-so-exciting position.

    That one tip is this:

    Ask curious questions.

    Curious questions are insightful.

    They reflect your years of experience.

    They are relevant to the company’s mission and the position.

    Side note:

    Some will tell you to build rapport by asking personal questions.

    I’m not one of them.

    While there may be an interesting tidbit to share, spending too much time on personal stuff will put you in the same bucket as everyone else who heard this before.

    And, it lacks a critical element of building credibility: gaining the trust that you can solve the problem I have (problem = my open position).

    If you want more on credibility, you can visit the 3-part series on confident humility.

    Back to the main idea…

    What I hear from most people is that they take in all the information they can so they can have the right answers

    And they forget to bring curious questions

    I’m not talking about the obvious questions that any run of the mill article will tell you to bring.

    I’m talking about the curious questions

    Questions that make the interviewer pause and say, “let me think about that”.

    You might even take them off guard and walk together down an information trail that only you have found.

    Here’s how you do it:

    1. Do company research.

    You can do company research in lots of places:

    • Crunchbase
    • G2
    • Capterra
    • Glassdoor
    • Annual Report
    • Current/former employees
    • AI
    • Google alert
    • Website/press releases
    • Follow employees on LinkedIn,
    • Associations or boards that the leaders are on

    2. Write down the questions you have based on the information you read

    As you do your research, write the questions,

    If you find those answers, write new questions.

    Don’t write the answers, write the questions.

    When you look for questions rather than the answers, you’re going to look places other people haven’t.

    And, when you look in the places that other people haven’t, you’ll ask questions that other people haven’t asked.

    You can move beyond the typical question and answer or what I call the tennis match exchange and insert smart, insightful and curious questions into the conversation.

    Then, send me an email (or message me on LinkedIn) and let me know how it went.

    Get out there.

    You’ve got this.

  • How to Interview like you already have the job (Part 3)

    I have a recruiting riddle for you: What is something everyone desires, no one can perform their job effectively without, and you have complete control over whether you possess it?

    I’ll play the jeopardy theme song for a few seconds while you think about it.

    ….the answer: what is credibility.

    (all those nights of watching Jeopardy will Gram paying off right here.)

    If you want your next interview to be your best interview, harnessing your ability to showcase this powerful and persuasive trait is a necessity.

    But, first, let’s do a quick review of parts one and two.

    In part one, I talked about my conversation with a senior executive, highlighting how displaying confidence and humility traits is crucial but challenging. I defined a confidently humble leader and shared both the actions and impact a confidently humble leader can have at an organization and on their team.

    In part two, I shared how interviews can feel uncomfortable due to the perceived imbalance of power.  And, if you want to make your next interview your best interview, you enter with curiosity, engage authentically, and exit with enthusiasm.

    Entering with curiosity involves asking questions to gain more context and demonstrating emotional intelligence. Engaging authentically means explaining and exploring your experience and the role together, rather than trying to convince the interviewer. Exiting with enthusiasm is about communicating your genuine interest and leaving a memorable impression.

    As I often do, let’s dig into this word, credibility,  before we talk about how to showcase it in your next interview.

    Definition of credibility

    Merriam-Webster’s definition of credibility is the quality or power of inspiring belief

    Think on that for a minute.

    Did you inspire belief during your last interview?

    Did you present evidence to demonstrate your reliability and your trustworthiness?

    Did you establish confidence in your competence and character?

    Not easy to do in a 30 minute interview – which may actually be a 20 minute – after the pleasantries.

    It is absolutely, 100% possible.

    How do I know?

    Because you are in control of your ability to showcase credibility in your next interview.

    Credibility is a noun.

    You can possess credibility and still lack the skills to demonstrate it during an interview.

    Assuming you are one of the confidently humble leaders I’ve been talking with in part one and two, this means that there is a skills gap.

    I’d like to help you close it.

    In my experience, the corporate professionals who understand the 2 traits that raise your credibility will bust out of the candidate pack.

    Credibility breaks down into 2 factors: likability and trust.

    This is why you can have a great conversation with an interviewer and still not move forward to the next interview.

    This is also why you can’t assume that your work with speak for itself.

    To be credible, you want to demonstrate both: likability and trust

    Likability

    Likability (or likeability, there seems to be 2 accepted ways to spell it) isn’t about how popular you are. Likability, according to Merriam-Webster is the qualities that bring about a favorable regard. Or, pleasant.

    From my executive recruiter seat, here’s what this looks like:

    • Easy to talk to/no jargon
    • Not arrogant
    • Flexible when things change/can go with the flow (it’s likely that things will change during an interview process)
    • Eye contact
    • Uses their hands (I share this little hack in my Interview Studio)

    This is one of the reasons why I don’t think STAR stories (or it’s relatives: CARL, STARR) are enough in 2024.

    That model doesn’t put emphasis on the importance/value/necessity of likeability.

    Skeptical?

    If so, when was the last time you wanted to hire someone that you couldn’t see yourself enjoying working alongside?

    Trust

    Merriam-Webster’s definition is: assured reliance on the character, ability, strength, or truth of someone or something; one in which confidence is placed.

    One of the most effective ways a confidently humble leader builds trust during an interview is through the qualitative and quantitative evidence presented.

    I realize that individuals may get hired because they talked about the right strategies and actions they took and character isn’t taken into consideration, but confidently humble leaders grow their influence and their career because of their character.

    Your thinking: maybe, but my employer promotes people without character. Yes, its true. I’ve seen it too.

    This means that there is a group of individuals hungry to be led by someone who has both the character and the strategic mindset of a confidently humble leader.

    This means that you will stand out in the candidate pack when you demonstrate your trustworthiness during your next interview.

    Confidently humble leaders build trust because they demonstrate these traits during an interview:

    • Honest
    • Reliable
    • Professional
    • Authentic
    • Accountable

    A final note on the Intersection of Likability and Trust

    If you’re wondering how to effectively convey your credibility in your next interview, here’s a few things to keep in mind.

    You are relatable. When interviewers can relate to you more easily, you establish rapport more quickly, this makes it easier to build trust.

    You are an open communicator. If interviewers feel comfortable with you, they are more likely to trust your answers and feel confident in your abilities.

    You are competent: Demonstrating your expertise and knowledge instills confidence in your abilities. When interviewers trust your competence, they are more likely to view you as a credible candidate.

    While you are preparing for your next interview, think about this intersection, and when you are confident that you have effectively communicated your credibility, I hope you take the time to enjoy that win, regardless of the outcome of single interview.

    Get out there.

    You’ve got this.

  • How to make your next interview your best interview (part deux)

    Are you good at thinking on your feet?

    Do you hold other people’s attention during a meeting?

    Have you been told that you’re a good storyteller?

    If so, it’s likely that you will rely on all of these skills in your next interview, but are they enough to make your next interview your best interview?

    That’s the question in front of us today.

    This is part 2 (of 3) of our interview series.

    In the last newsletter, I talked about:

    My definitions of humility, confidence and confidently humble.

    And

    What actions other people see you, a confidently humble leader, take

    In this second part, we’re going to look at

    What a confidently humble leader sounds like in an interview.

    Let’s start with a few assumptions I have:

    You already know that confidently communicating your credibility is the goal of an interview.

    You already know that the value you deliver can be measured quantitatively and qualitatively.

    (Line break)

    Interviews feel uncomfortable due to the imbalance of power.

    The word interview is derived from the French word “entrevue”, which means ‘to see each other’.

    This suggests a mutual exchange or a two-way interaction.

    What’s interesting is that this balanced, two-way conversation can be elusive.

    Because, in reality, interviews can feel one-sided, with the interviewee being the one primarily observed and evaluated.

    The interviewer holds the decision-making power regarding the outcome of the process, while the interviewee is in the position of trying to impress or meet the interviewer’s expectations.

    The disconnect between the original meaning and the modern practice of interviews can disrupt the expected symmetry of a typical conversation.

    What I hear from leaders and executives is that you don’t want an interview to be a one-way conversation.

    ·       You don’t want an interrogation

    ·       You don’t want an extended dissertation from the interviewer about the company and you have very little time to speak

    ·       You don’t want a “just the facts” style of interview

    You do want a bi-directional dialogue,

    Otherwise known as a conversation.

    You’re ready to rely on those communication and critical-thinking skills.

    You want an equal opportunity to be seen, to be entrevued.

    If you are a confidently humble leader and you want to your next interview to be your best interview,

    I’ll share this secret:

    It’s not about you.

    Seems counterintuitive, I know.

    When you focus on how you look or sound, you will often miss the opportunity make your next interview your best interview.

    Admittedly, not focusing on it can be difficult on a video interview (fortunately, Zoom allows you to “hide self view”).

    Or, focusing on getting through everything you have to say without noticing if the interviewer is still listening.

    Thinking of yourself less during an interview frees up your mind

    ·       Enter the conversation with curiosity

    ·       Engage authentically

    ·       Exit enthusiastically

    And, by demonstrating these capabilities during an interview, you will be memorable.

    Enter the conversation with curiosity

    One of the mistakes individuals make when interviewing is thinking that they can only provide answers.

    To borrow from Julia Roberts in Pretty Woman, “Big Mistake, Huge”

    Because

    The interviewer is looking at your experience through their lens and you are looking at it through yours.

    Entering the conversation with curiosity means you ask questions before, during and after the interviewer asks one.

    ·       Get clarification on something they said

    ·       Ask them to share more detail on a particular point of interest for you

    Entering with curiosity will allow you to

    ·       Get more context

    ·       Demonstrate your emotional intelligence

    ·       Answer with specifics that are relevant to the interviewer

    Engage authentically

    Now that you are sitting on the same side of the table, figuratively speaking, you can engage authentically in a bi-directional dialogue.

    As part of your preparation, consider that you are not trying to convince them that you are the right person for the job, rather decide that you will approach the conversation to explain and explore.

    Explain what you did and how you did it

    Explore the specifics of the company and the role

    Rather than thinking that they hold all the cards, you are communicating authentically so you can mutually decide if this would be a career move that suits you.

    Approaching the conversation from the same side of the table allows you to discuss the role together rather than looking at the interviewer as the problem you need to overcome.

    Exit with Enthusiasm

    I’ve heard people say that you shouldn’t show too much interest in a position so you don’t lose your “purchasing power”.

    In my experience, I am always looking for enthusiasm.  This has nothing to do with volume or pleasantries, it’s about communicating your level of interest.

    Because

    I will go to bat for individuals who have a higher probability of accepting the position.

    Remember, when I mentioned the value of being on the same side of the table?

    Exiting with enthusiasm keeps you there.

    As a confidently humble leader when you exit with enthusiasm, you are reiterating your interest and the impact you can make.

    And, a thank you, but you already knew that.

    Get out there.

    You got this.

    P.S. Don’t forget to subscribe so you don’t miss Part 3: raising your credibility during an interview

  • How to Interview like you already have the job

    (a 3-part series on making your next interview your best interview)

    The Genesis of this 3-Part Series

    So there I was, on a phone call with a former colleague, discussing the realities of displaying both confidence and humility during an interview.

    As a senior executive, she had a few interview experiences that appeared to favor one over the other.  And, after a delightful catch-up call, we were no further along to resolving the question except to agree that it was like walking a tightrope because demonstrating both these characteristics, which seem to oppose each other,  in an interview was important, even required.

    We easily agreed that companies want to hire the best and the brightest.

    We discussed that it was important to be confident, but not overly confident and tip into arrogance.

    We also agreed that companies want leaders who will walk their talk when it comes to the company’s values.

    In reality, most companies are on the path somewhere between their current culture and an aspirational culture when it comes to employees living out the company’s values.

    What you should know about that conversation is that it got me thinking – as a great conversation will often do.

    Side note:

    If you check out my About section on LinkedIn you will read one of my core beliefs: Conversations change lives.

    From this core belief, I prioritize my time, talent and energy because I know that the more my actions are aligned with my beliefs, the more satisfaction I feel from a work day.

    Back to the main point.

    Walking the line between confidence and humility is not a new idea.

    Adam Grant defines it as confident humility and he puts it this way:

    Confident humility is being secure enough in your expertise and strengths to admit your ignorance and weaknesses. In Think Again, I highlighted evidence that confidence without humility breeds blind arrogance, and humility without confidence yields debilitating doubt. Confident humility allows you to believe in yourself while questioning your strategies.

    Before we really begin exploring this idea, let’s do some defining.

    First, Let’s Define a Couple of Words:

    I’m a big fan of words.  They are the building blocks of relationships.  If you have a great relationship, personal or professional, there is no doubt that you spent time exchanging words to cultivate that relationship. When the exchange breaks down or stops, the breakdown of that relationship is inevitable.

    According to Webster’s dictionary, humility is the freedom from pride or arrogance.

    When I looked online it said things like, admit your mistakes, give away credit and be open to other people’s opinions.

    Interestingly, humility as a personal characteristic has shown up in job postings and I have seen it in the value statements at fast-growing companies.

    Webster’s dictionary defines confidence as the state of being certain or consciousness of one’s powers

    My definition of confidence may surprise you and I’ll share that with you in a minute.

    Now that we’re talking the same language, let’s dig in.

    What is a Confidently Humble Leader?

    I have been in work environments where the culture was to catch someone else doing something wrong so that you can look better.  It bred animosity and “gotcha” behaviors in leaders.

    There were very few confidently humble leaders to be found.

    To show up in your next interview as confidently humble, you must ALREADY be a confidently humble leader.

    Because

    You can’t show up with something you don’t already have.

    Let’s zero in on this differentiating characteristic for your next interview.

    My Definitions of Humility & Confidence

    Humility is the ability to see when you are wrong and the willingness to right it.

    Confidence is determination in the face of the unknown.

    As a confidently humble leader, you show up ready to demonstrate your controlled response to uncomfortable situations.

    How Does a Confidently Humble Leader Act?

    You probably already know that your beliefs determine your actions, but people can’t see your beliefs, only the fruit of them.

    A confidently humble leader acts differently.  I’ve listed several actions I’ve seen confidently humble leaders take.  You may recognize yourself in several of these.

    ·       You are open to new opportunities

    ·       You transfer responsibility for important matters to others

    ·       You remain grounded and others’ focused when accolades abound

    ·       You pull others up

    ·       You stretch yourself for the sake of others

    ·       You remain steadfast when there’s trouble

    ·       You play big

    ·       You fend off anxiety through trusted counsel

    ·       You keep the faith

    ·       You behave in alignment with your values

    ·       You believe in the best for others and do something about it when you are able

    ·       You fight for those who are unable to fight for themselves and alongside those who can

    ·       You continue on

    That’s what a confident leader does. Did you see yourself in them? I bet you did.

    Here’s what others see:

    ·       People are drawn to your leadership

    ·       Individuals speak well of you when you aren’t in the room

    ·       Other leaders learn from you

    ·       You deposit faith in others so they believe that they can do something new

    ·       Your professional and personal growth is non-negotiable

    The impact of a confidently humble leader will be seen and felt by those you lead and influence.

    Before your next interview, revisit the times that you were a confidently humble leader, play out those scenarios again.

    Because

    when you have the belief and the actions that create an environment/relationships/opportunities that leverage the best in yourself and others for the sake of doing good, you will show up in your next interview as the confidently humble leader you are.

    Show up as the confidently humble leader you are in order to make your next interview your best interview.

    Get out there.

    You got this.

    P.S. Don’t forget to subscribe so you don’t miss part 2!

  • Which is matters more in an interview, IQ or EQ?

    Companies want to hire the best and the brightest.

    Individuals who can learn, understand, and apply information.  Every position requires savvy technical skills (technical = whatever specific knowledge you need to do your job), problem-solving skills, and analytical thinking.

    These are related to your IQ.

    Does anyone else remember when individuals included their GPA on a resume/CV?  I don’t see it much these days (that could be because the resumes I see most often are people who have quite a few years between that GPA and today, myself included).  But I recall the conversations about it.  The general rule of thumb was to include it on your resume if you had a 3.0 or better.

    Your GPA was considered reliable predictor of job success.

    EQ, on the other hand, is your ability to understand, interpret, and respond to the emotions of others.

    It’s vital in roles that require teamwork, leadership, and interpersonal skills. Are there any roles that don’t require these things?

    While there are tests that are said to measure EQ, during an interview process, we often rely on people to self-report through questionnaires or behavioral questions.

    What Companies Really Want

    Companies want to hire people with both the ability to learn and apply what they learn along with the ability to engage and interact harmoniously with others.

    Is that too much to ask?

    No, I don’t think it is.

    But, there are popular opinions, commonly shared practices and prevalent advice that have put these desires in harm’s way.

    Yes, we are creating a dangerous situation.

    A few of the offenders

    1. Overemphasis on qualifications and work experience. While qualifications and work experience are undoubtedly important, they are not the sole indicators of an individual’s long term success.
    2. Neglecting cultural fit: Hiring for cultural fit isn’t about hiring people who are all the same. It’s about ensuring the person will thrive in your company’s environment. Ignoring this aspect can lead to a toxic work environment where high-IQ and high-EQ individuals may feel stifled.
    3. Lack of diversified hiring strategies: Companies that stick to traditional hiring methods, miss out on diverse candidates who might not fit the conventional mold but possess high levels of EQ and IQ.
    4. Neglecting ongoing development: Ongoing learning and development opportunities are particularly important for individuals with high IQ and EQ, who are usually keen learners and constantly seek to improve.
    5. Ignoring interpersonal skills: A common misconception is that technical skills are more valuable than interpersonal skills. However, interpersonal skills, which are closely tied to EQ, are crucial for teamwork, problem-solving, and leadership.

    In fact, according to a 2020 Leadership IQ report, Attitudes drive 89% of hiring failures, while technical skills account for only 11% of hiring failures.

    Your Leverage

    You may be able to point to instances during an interview when your technical knowledge or problem-solving skills is what tipped the scale in your favor.

    Or you may just be more comfortable leaning on your IQ more than your EQ during an interview.

    However, if you’re a HR leader or know an HR leader, ask them to verify # 5 from the above list.  Even though they would never name names, I’m confident that their experience will prove this study empirically.

    Now that you know this, you have leverage.

    Your leverage is to use this insight to your maximum advantage.

    What that means to you…

    This means is that you can stand out in a crowded candidate market by showcasing your empathy during an interview instead of sanitizing your story.

    You can speak to the positive emotional impact on your team, culture and company that your leadership installed and cultivated.

    Consider these questions before your next interview

    Below are a few questions that may help get your creative EQ mind percolating:

    ·       How did you motivate your team?

    ·       How did you empathize with them during a difficult time?

    ·       How did you demonstrate resilience?

    ·       Did a former colleague express their gratitude for your leadership?

    ·       Are you an active listener?

    Once you pinpoint a few of your key EQ strengths, infuse them into your next interview right alongside your technical and problem-solving chops.

    Get out there.

    You got this.