Step 1: Do a thorough self-appraisal; it is essential to find out everything about that itch that says, "I've got to look around." To determine what's bothering you, analyze your job, yourself and your needs. Questions to consider are: What do I like about my current job? What don't I like about it? What is the culture of my current environment?
And finally, you must say: What kind of community do I want to live in? What schools, recreation, and social life must be a part of that community? What is my family's tolerance for travel? Do I want to commute to my job? If so, how long and by what mode?
Step 2: Analyze the effects of a job change on your spouse, your children and yourself. It is essential to share your thoughts with your family. Handled improperly, you can become an unpopular person in the household at a time when you need complete family support.
If your spouse is working and you change cities, will your spouse be able to find a new job? Or, if your spouse stops working, can you stand the loss of one income while one of you conducts a job search?
How will relocating affect your children? If they are in high school, will your daughter, who is just becoming her own person, be able to handle a move? Is your son going to land that quarterback position in a new school?
Step 3: Prepare a resume. There are hundreds of formats to choose from. The key to resume writing is to give the reader a brief outline of your business life and education without telling your life story. Save the details for the personal interview.
Don't include your job objective. A cover letter tailored to a particular job or company should mention your objective. Remember, everything you send out gives a signal about you. Invest in quality paper and typesetting. Make it look like an executive resume.
Step 4: Prepare a target list of companies that best suits your needs. Researching companies takes time and you will find it difficult to fit this into your everyday schedule. Nevertheless, you must have this list in front of you before talking to anyone.
Step 5: Determine your target acceptance date; it takes a minimum of three months to conduct a job campaign. Select a date for accepting an offer that is at least 12 weeks from the time you begin looking. You need enough time to develop options.
The timing of your search strategy is critical. Corporations tend to hire during two periods: February through June and September through November. Backing up at least three months from the middle of the cycles, the best times to begin the process of changing jobs are in January and July.
If you are pressured to accept an offer before your targeted date, tell the company that you need a certain amount of time to explore opportunities and that you will make your decision by a specific date. Emphasize that you are not out of a job, that this is one of the most important decisions in life and that you want to make the right choice.
Offers typically come 9 to 12 weeks into your search. However, you must discipline yourself not to accept before you have reviewed enough opportunities.
Step 6: To minimize the risk of exposure within your company, put the word out among a few trusted friends who may know of opportunities. This is the least risky approach. It will be 8 to 12 weeks before word begins to filter back to your organization. Remember also that this approach is the one least likely to yield that ideal opportunity as the probability of your friends being in a target company is low.
Step 7: Put the word out with executive search consultants. This keeps your risk of exposure to a minimum while expanding your outreach. In selecting search firms, you can contact the Association of Executive Search Consultants, whose member firms subscribe to a professional code of ethics, assuring you of strict confidentiality. In addition, Publications in Fitzwilliam, NH, publishes The Directory of Executive Recruiters. Either source can provide a comprehensive listing of professional recruiters.
At each firm you contact, request a 15 or 20 minute get-acquainted visit. This meeting puts your face in their file. Don't be offended, however, if the executive search firm will not see you. It just means they probably don't have an assignment that is appropriate to your background.
Nevertheless, every firm is interested in knowing the availability of good people. So make a follow-up call to reinforce your original contact. The risk of exposure from an executive search firm is low.
Step 8: When your intentions are fully public, pull out the stops.
Use your college alumni records and your association membership lists and cross reference these people with your original target list. Use annual reports, every lead you can think of.
The most effective and rewarding way of gaining entry is through a recommendation by someone. Try to find introductions into target companies where you don't have firsthand acquaintances. Call your contact and explain why you would like to be introduced to the firm.
Step 9: When you have an interview at the ideal target company, approach it as a learning experience. It's a chance to learn about yourself, the job opportunity and the person interviewing you.
Get rid of your anger, if you have any. Negative exhortations about your current situation work against you. Let off steam before the interview, and get your defenses under control. Relax, be positive, and be open, honest and candid.
Listen carefully to interviewers. Be open to their sequence of questions and, above all, don't try to control the interview. Your resume answers basic historical questions, but you should expect to answer certain inevitable questions, such as: what are your strengths and weaknesses and what is your management style? Always be candid about your salary, bonus and perks, titles, responsibilities and college degrees. Be truthful, as someone will check this information.
It is important to ask about company politics. Is the job in the corporate main-stream? Where is it likely to lead? What is the future strategy of the corporation? How will it affect your particular area?
Step 10: After several interviews, rank your options and choose the finalist. Go back for as many repeat visits as you need to really get to know those companies. Don't hesitate to investigate them thoroughly; they are going to investigate you!
Step 11: Negotiate your terms. Timing is very important in negotiations. If they conclude too quickly, you probably neglected some issues. On the other hand, if negotiations go on and on, the potential employer may start to cool, and you risk having the offer withdrawn.
Therefore, ask important questions early in the negotiation process to avoid nitpicking in the latter stages; look into: state and local taxes, living costs, mort-gage differential (most companies now make up the difference between your existing rate and the new rate on your current base from two to five years) and moving costs.
In addition, learn what pre-tax benefits are available, such as cars, club memberships and medical insurance. Don't overlook vacations. Regardless of stated "policy," if a company wants you badly enough, they often can compromise. It's tough to go backward.
Step 12: When you have negotiated several offers, and your target date has arrived, you have to make a decision. Listen to your instincts: they are important. Listen to what your family says; their instincts are superb! They know you best and will pick up signals you may not discern. Before making any final decision, look into local living conditions, schools, etc., with your family.
Your new employer is going to require references. You should be thinking of several past superiors, peers and subordinates who can be contacted. It is in your best interest to delay this until the last possible moment. When someone in your office is called for a reference, your intention to leave the company is completely exposed. During the negotiation stage, have several relatively "safe" references of people who will respect a confidence. Save the last references for the time when you have a firm offer.
Finally, enjoy the rewards that come from the challenges of change.
