The executive’s job search continues to be getting even more challenging. It is particularly difficult in these extremely challenging economic times. That is exactly the experience of my client Rick who had departed from his executive role with his previous employer about 6 month ago. A former Senior Vice President, Rick was struggling with job search networking, something he had never faced before. Here is how he expressed this in a recent coaching meeting, “How in the heck do I approach potential corporate contacts and what do I say to them when do give them a call?”

After a series of related coaching questions in support of Rick, he concluded some the following from our discussion.

First, his initial contact with key contacts would no doubt be by phone. The objective of which was to set up an appointment to meet. It became clear to him that it was critical for him to make his contacts very comfortable at the outset. When asked how this would be done, he quickly ascertained that it would be important for him to make it clear to each contact that he in fact was not asking them for a job! He felt doing so would put these key contacts at ease . . . important for him to be able to connect. Rather, he concluded, it would be important that they understand that he is approaching them for expert advice only. His ultimate objective was to set up a short informal twenty minute meeting over the next two to three weeks at their convenience and he would communicate that he would fully respect their valuable time in doing so.

Rick was also quite prepared to pick up the expense of potential meetings that might take place over lunch or coffee. He also concluded the need to dress business conservative, no matter how the potential contacts were dressed.

When asked what he might say in these initial telephone discussions, Rick concluded after some excellent dialogue that the following needed to be fully taken into consideration and tailored accordingly on each call he made.

• Mention who referred him and that they felt such contact would be mutually beneficial.
• Quickly summarize who he is professionally, years of experience in his specialty, with which organizations and where he has been most effective in adding value.
• Reiterate that he does not expect that the key contact has or knows of opportunities available, but rather to gain some of the key contact’s insights and advice around industry trends over the foreseeable future.
• Ask to get together sometime over the next two to three weeks at a mutually agreeable date and time for about twenty minutes.
• When the meeting takes place, to again reiterate the foregoing.
• Most importantly, at the end of each meeting, ask the key contact for other potential key contacts, and if any contacts don’t come to the key contact’s mind at that time, that he will offer to follow up within the next or so . . . to keep the momentum up.

Rick felt quite relieved to have developed this plan of action and could not wait to get back to his temporary office at home and start making it happen.

We would enjoy hearing what other suggestions that you might have for Rick and others like him to consider when undertaking their job search campaigns. Thank you in advance.

Susan Robinson, CEO, IRLY DISTRIBUTORS LTD., (center) with Ron Short and Jan Johnson, Principals of Learning In Action (Leaders in the field of EQ)

In a recent edition of BLUEPRINTS, an internal publication of IRLY DISTRIBUTORS LTD., a leading Canadian materials distribution firm, their CEO, Susan Robinson, shared her executive leadership team’s (ELT) year-long coaching experience with all of their members and employees. Susan and her high performance ELT were kind enough to also allow us to  share this article with you.

“In 2010 we spent time and energy on group coaching. We formed an executive leadership team and made an effort to work together better than we had in the past. We had players that had been with our company a long time and others that were new to the business. Overall, we reached to achieve a more collaborative style, not only with our customers and our teams, but with each other.

The group coaching we engaged in was lead by our executive coach, Bob Benwick. Bob lead us through an assessment piece where we evaluated ourselves in five areas. Using Lencioni’s “The 5 Dysfunctions of a Team” we answered questions which gauged our effectiveness together in the following areas: Trust, Commitment, Conflict, Accountability, and Results.

We also engaged in extensive exercises to build trust between us, assess our commitment to each other, assess our conflict styles, define our accountability and understand what results we want to achieve together.

If you are interested in executive coaching or group coaching, Bob was a great resource for us. He is a Master Executive Coach & Confidante. You can reach him at bob@rwbenwick.com, and his website is www.rwbenwick.com . Bob is also a Professor at Kwantlen Polytechnic University, School of Business, Business Management Department.”

We would enjoy hearing your own experience of team and group coaching . . . the good, the bad and the ugly. Thank you for taking the time to read this.

As a global executive coaching practice we partner with leaders at all levels and disciplines in a wide array of global private and public sector organizations. Part of that coaching with our corporate clients more often than not touches on why they get stuck in certain perspectives and let their ‘Child’ run the show vs. being in ‘Adult’, self-managing and objectively taking care of business.

It typically surfaces as a ‘blinding glimpse of the obvious’ when they discover dichotomy for themselves. It’s typically a life, career and leadership changer when they do make this breakthrough. They learn their ‘Child’ also has a very positive side . . . . playful, laughter, fun, vitality, energy, compassion, caring etc. . . . as well as a negative side . . . judgmental (of themselves and others around them), anger, fear, shame, anxiety, sadness, etc.

We recently caught the following country music video on television that really captured the origins of what the child and what we agree  to early in their lives and becomes programmed when we leave home and create our own lives and careers (in this video more of the positive aspects). To this end, we trust you too will enjoy this music video as much as we. So turn up your sound, listen carefully to a great young country star Chris Young to the lyrics and be prepared to tap your cowboyski toes : ! 

We would love to hear your reactions to these comments and Chris Young’s song. Have a great day!

“I’m thinking that I need to prep my references now that I’ve started my job search campaign. But I’m not sure who and how many I need should I be asked for them. What do you think?”, asked Fred, a senior financial executive. “So how many do think would work for you?” I asked. “Well, how does about three to five sound?” he responded. “Otherwise, what?” I followed. “Well I feel anymore would be overwhelming to those I’d provide them to.” “No doubt, my friend”, said I. As we continued to discuss the subject of his work references, we brainstormed some of the following that solidly advanced Fred’s job search and raised his confidence considerably.

• Fred needed to pick people he knows well, who can talk with confidence about his professional and personal strengths. 
• Choose those associates that are great fans of his, avoiding those who are not.
• Include former bosses who can speak to Fred’s demonstrated track record of results and contribution
• Preferably those references who are in a position to speak about his recent 3 to 5 years of deliverables . . . not old stuff.
• Include those who themselves are senior managers and executives
• Those selected should be articulate and effective at promoting Fred
• He should also consider other key superiors, team members, peers, subordinates, and quite possibly some clients/customers

 ”So once I’ve identified these folks, then what?” Fred asked. “Well, what pops into your mind?” I quickly retorted. “Questions, questions!” he whined, and then with a smile on his face he said, “Well it would make complete sense to make sure my chosen references know my target job market, my experience, skills, strengths and weaknesses.”, said Fred.

“You think?” I mischievously remarked, then added, “how would you go about doing this?” Fred frowned and then smiled again, speculating “I’m thinking about preparing a one page document covering the points we mutually brainstormed, something that my selected referees could refer to if and when approached for a reference check. Yeah, they would probably welcome the opportunity to be in my corner, be pleased that I’ve saved them valuable time, and be in a strong position to communicate my key points in a clear, positive and credible manner. Yeah, I love it!”

So there you have it, Fred was now in the position to positively and powerfully move forward with this aspect of his job search campaign strategy. What was the gold nugget in this for you? We would love to hear your thoughts and gain your perspective. Thank you for taking the time to read this.