Keenan 411

Jim Keenan is a Senior Sales Executive, Enterprise 2.0/Web 2.0 Connector, an Entrepreneur still trying to get it right, and a PSIA Certified Ski Instructor for Vail Resorts. Husband to Big E and father to four great kids. In a nut shell, I'm a Sales Guy. Life is good!

Death of The Resume

hiring-241x300 Scarcity of information is what started resumes. An employer, looking for a new employee needed something to determine their qualifications. They needed this because there was no other way to get it. Information about potential employees was controlled by the applicant. It’s a nifty little dance we’ve all become acquainted with. You give the information that best “sells” you. You carefully craft a document, outlining your strengths, accomplishments, and objectives. You determined what the new employer sees, consciously leaving out information that could hurt you. The employer then culls through all the resumes looking for key words, and specific experience. The dance continues as employers have interviews trying extrapolate what you know, how you do your job and the extent of your capabilities. The dance has been created because of lack of information and the fact that we, the applicant, control it.

I think the dance is coming to an end or at the very least changing. As more and more people come online it is easier to learn more about them. I see a world where if you don’t have an online presence you won’t even be considered for opportunities. We are moving from a resume on paper to a dynamic or living resume played out online. Employers won’t be patient receiving resumes from potential employees controlling what information they see, when they have candidates who actively blog about their profession, can be found expressing their ideas and positions in groups on LinkedIn, in forums and in blog comments. Employers will be able to follow and engage potential candidates by participating in industry specific groups, networks and forums. Employers will get a view into who is respected in the group, who’s opinions, ideas, and perspectives are valued. They will get visibility into candidates philosophies, approaches to their career, their depth of industry knowledge and more. Employers will know a lot more about a candidate before they even reach out to them.

If you read this blog, you know what I think about sales. I’ve written about the sales process and what I think it looks like and how to manage it. I have shared my views on what makes a great sales person vs. what makes a good sales person. I’ve talked about motivation and sales leadership. I’ve given my two cents on negotiation. Any employer can look at this blog and quickly figure out how I think, how I go about my job and the kind of sales executive I would make. Through my LinkedIn page they can see my relative experience as well as my blog posts, what books I’m reading and have read who I’m connected to and what LinkedIn groups I belong to. They can join those groups and view my participation. What discussions I respond to, what discussions I start, what I say in my responses and more. Employers can follow me on Twitter and evaluate what I say, what links I share and who follows me. If you read my blog, check me out on LinkedIN and follow my on Twitter, there is no need for my resume. There is nothing it can give you that you don’t already know.

For years resumes were small windows, controlled by applicants, into their world. Resumes are tightly controlled documents providing employers with high-powered snippets of who the applicants are and what they did. In most cases, I think resumes are more about what people don’t say rather than what they do say. As social media becomes a core element in our lives, the resume will no longer have role. Employers and recruiters will not tolerate a narrow expression of who we are controlled by us in a single sheet of paper. If a trail of who we are, what we do, how we do it, and why we do it can’t be found online, employers just won’t listen.

As an employer, I know I won’t.

To Be Good, You Have To Think About It.

philosophy_brainHow do you see your job? What is at the essence of what you do?  What is essential to being good? What is critical to exceeding expectations? What does it take to the best in your profession?

Being good at something requires more than practice and effort.  It takes a philosophy, a clear understanding of how to create excellence.  It’s about being intimate with the smallest of details. It’s about a deep knowledge of the tools, the users, the industry, the materials and  the processes.   It’s how you bring them together better than anyone else.   It’s about creating your own unique philosophy on how you do your job.  It’s a personal career philosophy.

This is one of the best career philosophies I’ve ever seen. It’s from a person who restores antique furniture;

“First, one must have a real respect for the piece.  Next one should want to discover what the original maker had in mind.  Then, for the sake of the piece, preserve its history and restore its beauty for the owner.”

You only have to read this once to recognize this person sees a real difference between restoring furniture and restoring antiques.  What type of job do you think they would do?  How do you think they are different than other restoration professionals?  You can’t help but believe this person is better.

Do you have a career philosophy?  Are you deliberate in what you do?   Is there a specific outcome you try to achieve that is far better than the status quo?  How do you do your job differently than every other person who does what you do?

Millions of people go about their job everyday.   Doing it as it comes.   Unfortunately, very few people own their job.   They don’t have a clear vision of what they are trying to accomplish and why.  They don’t look to differentiate themselves through how they do their job.  They just look to differentiate through what they do.

I ask every person I interview what their philosophy on sales is.  If it’s a leadership position, I ask for their leadership philosophy.   Having a philosophy around the things you do makes you better.  It says you’ve thought about what it is your doing.  It gives insight into how you do it.   It tells me and others that you actually think about what you are doing.

When people think about what they are doing, they make it better.  They improve on it.  They expand it’s value and in the end that is better for everybody.

If you’re looking for a great antique restorer I know one.  If your looking someone who is really good at something else, just ask them their philosphy.  You’ll find ‘em.

A Must Have for Job Seekers

If you are looking for a job, you need one of these. I created this back in 2002. I had already been given the, “thank you, but no thank you,” call. I figured, I had nothing to lose. So, I created this and sent it to the hiring manager.

I got a call back and made it to the finals. It was me and one other guy. I didn’t get the job. But it got me another job at the exact same time.

I learned a few things from this:

1) Employers want to know you understand their business (Objectives)

2) They want to understand you have a vision and see opportunity for improvement. They want to know that by hiring you, their world will improve. (Opportunities)

3) Employers want to know “HOW” you do what you do and how you will go about getting things done (Approach & Execution)

4) They want to understand how you think and who you are. (Philosophy & Personal Description)

5) Employers want you to make it easy for them.

Presentations like this do that. It’s not a resume telling folks what you did, but a vision into what you’ll do. And at the end of the day, that is exactly what employers want to know.

If you would like a copy leave your info in comments and I will send you one.

Reducing Supply

Seth Godin had a good post the other day about Executive compensation. He argued companies were so poor at marketing when searching for a CEO they defaulted to one tactic; pay. Like a sales guy discounting a deal because he can’t sell the benefits of the product. Companies increase salary to attract candidates, because the can’t adequately market the position.

I’m not sure I completely agree with Seth on this one. I think there is another aspect in play. Companies are afraid to hire wrong. The idea of hiring the wrong person is so crippling companies artificially reduce supply. With a potential of 100’s of capable candidates, organizations quickly reduce the list to a small “Who’s, Who” in the industry. The selection criteria has less to do with capabilities and more with status and name. Like big free-agent signings in professional sports, corporations throw big money at industry names .

Like the saying goes; “no one ever got fired for hiring IBM”. Board of Directors and the search committees are unwilling to be seen as having made a poor decision in such a high profile hiring. Therefore they hedge failure by securing the most measurable qualifications and hiring the candidate perceived to be the best choice by everyone else NOT in the hiring process. No one in the hiring process wants to have to defend their decision later.

To protect their reputations and avoid failure Boards artificially limit the supply of qualified candidates and in turn offer giant compensation packages to make sure their candidate doesn’t get away. If they do, they are left with few options.

Big money to CEO’s is more about fear of failure than it is about inability to attract and keep good talent. It’s supply and demand, except in this case supply is artificially reduced.

Doesn’t feel very market driven does it?

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