Four Steps to Creating a Web Presence from Scratch

I read a pretty good (and brief) common sense article on things to consider when creating your web presence. Of course, Best Practice standards for Twitter are still hotly debated, so point #3 needs to be understood in a broader sense. (For the full Article: http://ow.ly/8CFJ)

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"Claim your name. Before someone else does it, you'll want to "claim your name" on Facebook, LinkedIn and Twitter."

"Practice prudence. Sree Sreenivasan, a professor of digital media at Columbia University Graduate School of Journalism, made the decision early on to limit himself to three social-networking sites: Facebook, LinkedIn and Twitter. "There is just not enough time," he says. "Pick two or three, then cultivate a presence there."

"Choose connections wisely. You'll also want to choose your network carefully; only add people you actually know or with whom you've done business."

"Consistency is key. You'll need to update your profile regularly. "Curate [your online profile] the same way you would curate your one-page résumé," says Mr. Sreenivasan."

--- Elizabeth Garone at cjeditor@dowjones.com

Inteview No-No's

Eight Worst Things to Say in an Interview

There are always a few things that will kill your candidacy like water-on-fire. Here is a brief list of a few of the more common mistakes:

http://ow.ly/7Th7

Personal Contact Information

In a previous post, I recommended that you ALWAYS gather business cards from people you interview with. It's vital to obtain full contact information and proper title. But what about you? While you have contact information on a resume, the resume is either stored electronically, is lost in a sea of desktop paper work or is sent into the manila folder abyss.

And what about social functions or happenstance meetings? You don't want to give out your business card since that information is tied to corporate email and phone lines. And if you are unemployed, then you haven't even a business card available to you to offer the option of handing it out.

You may want to consider getting a "personal" card. Pick a design, put any information you want on it from cell numbers, social media account access, blogs, personal websites or even links to associations you belong to. You will now always have something you can give - either in an interview or social setting - that will allow people to access your contact information or direct them to sites that help market you.

VistaPrint is a good place to start. They offer free card packages and have an exceptional array of design choices. You can select one of their boilerplate designs or upload your own. I have ordered cards from them and found the quality to be excellent. The cards arrived in under a week.

Check VistaPrint out at http://bit.ly/URs7i

Post Interview Strategies

So, you have completed your interview. The question is "What next?" The wrong thing to do at his point is to hope that you left a positive impression on the company and hope that they will call you back for another round of interviews or hope that they will call references. Here are a few actionable steps you can take that will enhance your chances of success:

• Recruiter follow-up: If you secured the interview through an Executive Recruiter, make certain that you call them shortly after the interview to debrief. Be prepared to step through the interview in some detail so the recruiter can get a read on how the interview dialog went. Remember, your recruiter has an excellent understanding of how the company will conduct their process. That process will usually take distinctly different paths based on the company's interest. Your feedback will prove to be invaluable as it will help your recruiter devise creative follow-up strategies that would work well with a particular client. Each client is unique and has different expectations of how they would like to be approached by candidates – both during and after the interview process. Your recruiter has a unique perspective on this.

• Email correspondence: As stated above, your recruiter will guide you on this step. But if you secured the interview without a recruiter, you should still correspond with the company within twenty-four hours of the interview. Make note of this very important step: NEVER LEAVE THE INTERVIEW WITHOUT A BUSINESS CARD FROM EACH PERSON YOU MET! The reasons are obvious, but it's amazing how many people I debrief who failed to take this simple step. Not only do you get accurate contact information, but you also have each person's proper (versus functional) title. People can be funny about their titles. A functional sales manager may have a VP Sales title. If you address him in your correspondence as "Regional Manager", it won't likely reflect well on you. Send a personalized (not cc'd) note to each person and make each note somewhat unique. Anymore, email follow-up is preferable to hard copy. Some companies just want to see that you have enough savvy to send a follow-up note to them and don't care too much about content. Other managers like to see good content and look for writing and grammar skills so make sure you pay attention to content, clarity and presentation.
  
  
  
  • Content: The note should be personable yet professional. Do not exceed three paragraphs. If your note (and notice I'm calling it a "note" and not a "letter") begins to scroll down your screen, it's too long. Your first paragraph should express gratitude for the opportunity to meet, the managers personal time spent with you, how much you enjoyed meeting him/her and that you enjoyed (or were excited) to learn more about the company and opportunity. This paragraph should be very upbeat and positive while adding a personal touch to the dialog. Use words that create energy and excitement throughout. The second paragraph should (briefly) restate what your main interview take-aways are, what your understanding of the positions responsibilities or requirements are and how you feel you match those requirements. The third paragraph should close with a positive affirmation and confidence in your unique ability to contribute to the organizations success and your desire to continue forward in the process. If you have already scheduled a follow-up interview, confirm the time and date and your anticipation for the meeting. If you have not yet secured the next meeting, this is where you express anticipation of a next meeting and you can even list some calendar slots for the next two weeks that work for you. Be presumptive that you will hear back from them. Encourage direct communication from the hiring manager should they have any lingering questions that you can answer.
    
  
  
  • Clarity: Be sure that you are concise, on-topic and crystal clear in your communication. You want to be neither too terse (which comes off as distant and cold) nor too familiar and verbose (which comes off as self-focused and presumptuous). Show concern for the manager's time and schedule and be direct but without an edge.
    
  
  
  • Presentation: Keep in mind that this note is not a tweet or text message. I recommend that you do not send it from your mobile computing platform unless you have no other option (especially if you are early in the process). Chose an east to read font style (Times New Roman, Arial, Calibri, Tahoma, and Verdana are good choices) and a font pitch that will be suitable to most any size screen. Typically a 9-12 pitch range is good. Times New Roman 9 pitch reads very differently than Arial 9 pitch so use discretion. The idea is to make sure that the font size is easy to read without being over bearing. Stay away from fancy backgrounds, font styles, etc. Address the note appropriately. "Mr." or "Ms" salutations are fine, but not usually expected. Most managers will be fine (and prefer) first name communication. But use your best judgment in each scenario based on your perceptions after meeting the person. Make sure your phone number is in your email signature.

• Phone Calls: Phone follow-ups are not typically expected (especially early in the process). They are warranted once mutual interest has been established and there is specific reason for the call. Many times, a candidate may ask a manger if they can call directly on a certain date for feedback. Often, the manager will open that door of opportunity. Just be careful not to abuse this privilege.
  

Your post interview follow-up is important as it is a way to bridge two interviews and maintain some momentum in the process. Your promptness and professionalism and effectiveness at his juncture can give you a competitive edge in the interview process.

The Big Show! (The Interview)

OK. So you have spent time pulling an awesome resume together and have researched and sourced companies leveraged your network and … behold! you are invited in for an interview. Let's take a look at the types of interviews and some strategies which will help increase your probabilities of success in each situation.

• The Telephone Interview: These days, an ever increasing number of companies are screening candidates on the phone prior to inviting them in for a face-to-face meeting. This has some distinct disadvantages – as well as some unique advantages.
  
  • Disadvantages: Nothing beats pressing the flesh. The greatest communicators are as adept at speaking with their body language as they are with words. The phone removes that advantage. As a result, it is far more difficult to express passion, enthusiasm, and other non-verbal clues that can add life to a discussion that is filled with empirical data. Likewise, it is harder for the candidate to "read" the body language of the interviewer. Also, most people have different phone personalities than they do in person. I've met people that have had the personality of a brick on the phone while displaying a very charismatic in-person presence. Likewise, I've met some that are very fluid and expressive on the phone, yet shy and withdrawn in person.
  
  
  • Advantages: Unlike a face interview, the candidate can have unlimited resources at his or her disposal. Your resume can be laid out in front of you for quick reference. You can have strategy notes in front of you. You can have internet access to the company website along with job descriptions, company data and Executive Bio's at your finger tips.
    
  
  
  • Strategies: Concentrate on being expressive in tonality and succinct in communication. One way to see this in action is to turn on your radio and listen to someone who uses their voice for a living – especially commentators. Be yourself, but be enthusiastic, courteous and personable. Your goal is to secure a commitment for a face interview.
    

• The In-person Interview: Let's look at some strategies that will apply to any interview situation:
  
  • Prepare: Make sure you bring several hard copies of your resume along with references and any supporting documentation (more on that in a minute). You can communicate as much (if not more) about your competency by what you ask than by what you say. Prepare two or three thoughtful questions that will engage the hiring manager in meaningful dialog ("Do you offer benefits?" doesn't qualify). If you are meeting several people with varying titles, then prepare questions that are germane to their function. You don't want to as ask a CFO about sale territories or a CEO about benefits. Align the questions to the function. By creating discussion that your interviewer is passionate about will make the exchange more enjoyable and meaningful for THEM. Everyone wants to be heard. The content that is exchanged in the interview is important, but personal chemistry is what often separates candidates of equal qualifications. Preparing your "talking points" in advance will go a long way towards creating positive chemistry.
    
  
  
  • Know your resume: Make sure you are ready to discuss details about your background. There isn't a question that is addressed to you that should throw you for a loop. Be concise in your answers without being overly terse or overly verbose. On more complex issues, remember to ask the interviewer if you answered their question satisfactorily. Be particularly adept at explaining job changes and reasons for leaving previous employers. NEVER trash a former employer but always maintain a professional demeanor and stay away from personal or corporate criticisms. Speak positively about your accomplishments and frame everything as positively as possible.
  
  
  • Be Balanced: Be sure to adequately stress and articulate your quantitative assets (your success and accomplishments) with your qualitative assets (your character, personality and work ethic). You're good not only because of (your success and accomplishments) with your what you've done but because of who you are!
  
  
  • Be proactive: Every candidate will be telling the company about their accomplishments, how they made previous employers money or how they saved them money. As mentioned above, establishing chemistry and rapport with the hiring manager is a huge distinctive. Show your uniqueness by being uniquely "you". Still, what you can do (and what you have done) is of vital interest. At the end of the day, the manager needs to determine which candidate is best suited for the position by balancing data and gut-feel. The vast majority of people will wait for the company to drive the interview process – dictating next steps and the speed at which they occur. I suggest that you tell the manager that hearing your exploits from your mouth isn't good enough. Proactively come prepared to offer the company (without first being prompted) references and other documentation (sales rankings, awards, etc) that will back-up your claims. This straightforward approach and display of confidence in your achievements will certainly impress them.
    
  
  
  • Close the process: Know what your next step in the process is and be prepared to close for a commitment from the company to move you forward in the process. Always ask the interviewer for feedback regarding the interview. Most (but not all) people do this, but how you do it will make the difference between a return invitation and an early exit. Do NOT ask how the interview went or how they "liked" your qualifications. "Yes Mr. Jones, the interview went well and I enjoyed our time together (enjoyed it about as much as a sharp stick in the eye)!" In the context of your personality and communication style, qualify the interviewer's interest. "On a scale of 1 to 10 – 10 meaning you want me to start tomorrow and 1 meaning you wish I never came in – how would you rate my qualifications and your interest?" "Can you compare and contrast me with other people you have recently interviewed? Compare and contrast me with people you have hired in the past that were successful hires?" Be creative, but try to get any objections on the table before you leave the room. It's far better to handle objections in person at the interview than later when you are trying to turn the deal around. Also, don't be shy to ask the interviewer for a specific time and date of the next interview and "ink" it in your calendar right there in the meeting. I always coach my candidates to aim at knowing – good or bad – how they fared in an interview when they walk out. If they did well, why do they think so? If they didn't do well, then why. The worse case is to leave an interview and have no clue how you did.
  
  
  • Follow-up: Be sure to send an email follow-up within 24 hours of the interview. Make it to-the-point, but personable. Reiterate your appreciation for the interview and the managers personal time, express your confidence in performing the job (particularly in light of the information you received from the interview) and your excitement to meet them again along with other company people as the process moves forward.

Again, this isn't an exhaustive list, but deploying these strategies will increase your odds of going deep into the interview process or even getting an offer of employment.

"Your Best Web Footprint Forward"

From WSJ online:

A Review of Four Online Services That Create Web Sites of Professional Experience

http://ow.ly/4Iqz

In a weak economy where jobs are few, job hunters are trying harder than ever to distinguish themselves from a large pool of applicants. Online résumé sites claim to help people stand out by helping them create a Web site of their professional experience.

The services let users present a portfolio of work and a detailed job history, including uploaded images -- much more than a traditional paper résumé would allow. The sites can be tricked out with different fonts, colors and templates. Some services charge a fee while others are free, but all give you a Web link of your portfolio that you can email to recruiters.

Photo by Jason Schneider

The Geography of Jobs

This is a re-post from another Blog. It's a fascinating animation of net job gains/losses nationwide since 2004. (Be sure to click the "play" button)

http://bit.ly/Vr1nR

Will Business follow consumers into the world of mobile computing?

I'm beginning to observe some movement and interest from companies looking to extend critical enterprise applications into mobile computing environments. There has been a "nod" from business toward mobile computing, but the band wagon has been slow in gaining momentum due to a number of either real or perceived obstacles. Security and application dependability has been forefront in the corporate hesitancy.

To be sure, corporations are already moving in this direction. But companies have so much at stake, that the risks of moving an entire enterprise in an initiative that will require so much commitment and investment will demand considerable strategic consideration. But it seems to me that this is a case where the consumer market will lead the way towards growth in the corporate mobility market place. As more individuals are leveraging mobile technology at the personal level (Facebook, Twitter, Blogs, bill payment and processing, etc) and proving the value of this new frontier at an amazing speed, corporations will begin to adjust to the comfort that comes with familiarity – and familiarity can happen quickly in the tech world.

So stay on the bleeding edge people! Technology is being driven at the grass-roots level more than it ever has!

(An interesting company that is supplying these mobile computing technologies to corporations is Pyxis Mobile (www.pyxismobile.com) … I get nothing from this plug, but this company can give you an idea of a direction this market is moving

Building your personal Brand

From the Wall Street Journal Online - http://ow.ly/4f12

Good article regarding personal branding …

"It used to be enough to walk into a job search with an impressive résumé. If you were really enterprising, maybe you'd have a portfolio to showcase your best work. Now, though, people want a better way to stand out, and that has resulted in the very 21st-century concept of personal branding."

Marketing yourself (Sourcing)

Once you have the resume drafted and you are comfortable with how it represents your best product (you!), it's time to get it in front of some qualified prospects! Sourcing employers is where you begin the process of taking your product to market. You are looking for as many touch-points as possible (casting a wide net) without letting the process become counter-productive. Much like a sales process, you want to create a steady pipeline of contacts and activity. The more "at bats" you get, the higher your probability of success. Market conditions will dictate the ease or difficulty of your sourcing efforts. In a robust market, opportunities will find you and there is very little need for me to be writing these words. In a tight market (such as the one we are currently in) sourcing is far more difficult and will require more patience and resilience to find success. The good news is that there are more tools available to the job seeker today than there has ever been. I will address some of the strategies you can deploy. In the interest of brevity, I can't be exhaustive, but can go over some of the more important points.

Personal Network: Without question, the greatest success in both identifying an opening and securing an interview will come from your personal network. This is where the years of maintaining cordial relations with past employers and colleagues can pay off. Make sure that you connect with your second and third tier contacts by email, letting them be aware of your availability. I would recommend contacting your primary contacts via phone. In all cases, inquire if they are aware of any openings in their companies and ask them if they can connect you with anyone in their personal networks who may be in position to assist your efforts. Maintain these contacts throughout your search and circle back to them at comfortable intervals. Be sure to inform them when you land your new position and thank them for assisting your efforts. It's always a good idea to let them know that you will be ready to reciprocate should they ever require your assistance.

Executive Recruiters: Of course, I'm biased on this one. But headhunters are a way of extending your personal network, especially if you have developed a healthy relationship with your recruiter over time. (Indeed, your recruiter should be on your primary contacts list). If you find an experienced, professional recruiter who has deep contacts in your industry, then you are wise to develop a strategic relationship with him or her much as you would with you financial advisor or attorney. Your recruiter is in position to leverage their contact base on your behalf and will also do an excellent job of presenting your qualifications in an accurate and compelling fashion. They will also managing the process and give you invaluable strategic insight you could never glean on your own.

Social Networks: These are the newest players in the game. Social networks can prove invaluable before a search, during a search, and after a search. Services like LinkedIn (linkedin.com), Facebook (facebook.com), MySpace (myspace.com) and Twitter (twitter.com) all offer similar (yet in many ways distinct) value in connecting you with people and opportunities. There are other services as well and a quick Google search will turn up plenty of information on available services and how to leverage them to your greatest advantage. If you aren't into the Social Network "scene" yet, I would immediately jump on this valuable resource.

Personal Research: It's a good idea to jot down the names of competitors or companies you hold in high esteem early in your search. Then research other companies who are in your industry or in your area of interest and add them to your list. Visit their websites and look at the careers page and Executive profiles to get a sense of any current openings and the strength of leadership in the company. I wouldn't discourage you from submitting a resume at their "resume submittal" link, but I would go a step further. Identify the names of the managers who would most likely be in need of someone with your skills and competencies (if the website doesn't have this information, go to LinkedIn and perform a company search. You will find many local and national managers profiles). You can make contact with them on LinkedIn or send an email to them directly with a note of introduction. (Keep this note relatively brief and to the point and if the website lists a position suitable to your skills, be direct and tell them you would be interested in establishing an exploratory and confidential meeting). It isn't too hard to figure out the companies email convention. Look at the company's website press release section. You'll often find press contact email information (and therefore the proper email convention). You can also make an educated guess ("first initial, last name"). If the email bounces back, try "first name.last name" and other common convections. Don't be afraid to also send an introduction letter and resume directly to a senior HR executive. When you're done, you will have sent an introduction and resume to 2 or three different company representatives. And these are strategic contacts. Most people stop after sending their resume blindly to an automated submittal system. A little bit more creativity and work will increase your odds exponentially. Also, if you don't see a job listed on the website, don't assume that they don't have an opening. Replacement hires are usually stealth and companies are not always diligent in maintaining their career pages.

Job Boards: This is the widest net you can possibly toss. Many people look to Job Boards as a first line of search strategy, but Boards may produce the least favorable results for experienced and executive people. That's not to say they are without merit and they are not all created equally. I would recommend that you use these boards judiciously if you chose to use them and consider them to be a part of your search arsenal. People have told me that the greatest value in many of these boards comes to lesser-experienced professionals. But do some research. There are some boards out there that are specifically designed for tenured and high income people.

Be innovative and – most of all – be as patient as you can. The job markets can be very fluid and are ever-changing. So keep detailed notes of your sourcing activities and come back to companies a second time if the search gets protracted. Your diligence will pay off. And remember – you just need one position to be the right one. If you manage your search well, your search for the next position will be shorter.