Blazing trails is a solitary task. Wikipedia defines a trailblazer as "a person who marks a trail through wilderness area.” They look beyond their own often less than ideal circumstances to break through. There is no one ahead to light the way and those behind might be afraid or doubtful in the wisdom of moving in the same direction. Forging a new path takes tools, creative thinking, vision, grit, timing, a little luck, and a lot of chutzpah.
Anyone who has the intestinal fortitude to challenge society's status quo gets my attention. Standing up to governments or sitting down to protest societal norms takes a lot of guts. I admire the rabble rousers. The sprit and strength it takes to move mountains is like a whole other world to me. Where does that steely determination come from? It seems as varied as the DNA of the trail blazers themselves. It is one thing to confront your own fears, but quite another to stand alone in confrontation with institutions, laws, and the powers that be blocking your course. I have a hard enough time pushing past my own apprehensions when dealing with an uncomfortable situation, however I can usually bear down and get the job done. But the big frontier of the complete unknown, how do you make that leap? Maybe it’s reserved for the chosen few who change our world, but I want the motivation formula. What is in it, where does it come from, how can I get it? Where is my genie that is going to capture that magic?!
This has all been on my mind in part due to Women's History Month. Much of the publicity surrounding the event naturally focuses on famous women who have marched through the wilderness. In their quest for progress, they each made a difference in some realm and found a new way forward. Controversy swirls around some of these women and in fact may endure as part of their legacy. Setting new boundaries can involve encroaching on someone else's turf which is bound to rattle someone's cage. It comes with marking new territory.
What makes the women trail blazers so special? Face it, in the history of humanity there has never been gender parity. For women to mark extraordinary achievement, they have more hurdles to overcome than their male counterparts. Add race to the equation (at least in the America) and the challenges become even more significant. These women have starred down daunting challenges: women had to be recognized by people as the law before pushing for the right to vote…and then find their way to the halls of Congress; they had to be admitted to and graduate from college to gain entry into law school…before being considered for a Judicial appointment; they had to find gainful employment as riveters, garment workers, miners, scientists, journalists, and (even) as maids before they could penetrate the obstacles that holds us back.
A myriad of motivational factors pushes these women on. But page through any list of these women's stories and you will find a common theme. Someone told them it couldn't or shouldn’t be done. Lesser people walk away, but the trailblazer doesn’t see that as an option.
I marvel at the stories of women who all hail from vastly different backgrounds and circumstances spanning centuries and geographic boundaries to all carry on in their own right. They have challenged, fought, and fought for governments and institutions not of their own choosing but of their vision. All they had before them was possibility, but they nevertheless summoned the courage and resilience to bring about change. You may not agree with their philosophy, or even view what they did as an accomplishment. But there is no disputing that trail blazers create a path so that others may follow and reach beyond to create even more ways forward.
The absolute beauty in what trail blazers leave behind is this: inspiration. Ladies, I, for one, thank you.
P.S. Just in case you are wondering who is on my list (and while by no means exhaustive), a few of my favorites are Hon. Sandra Day O'Connor, Hon. Joyce Kennard, Sarah Weddington, Hon. Betty Roberts, Florence Nightingale, Margaret Sanger, Harriet Tubman, Grace Hopper, Gloria Steinem, Madeleine Albright, Rosa Parks, Susan B. Anthony, Helen Keller, Shirley Chisholm, Rosie Bonavita (aka Rosie the Riveter), Women's Airforce Service Pilots, Angela Bambace, Sally Ride, Anne Frank, Sojourner Truth, and the grandmothers, mothers, sisters, aunts, cousins, and women everywhere who are strong, courageous and spur us on to greatness.
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The postings on this site reflect my own views and don't neccessarily represent the positions, strategies, or opinions of Major, Lindsey & Africa.
Showing posts with label lawyers. Show all posts
Showing posts with label lawyers. Show all posts
Monday, March 15, 2010
Thursday, January 21, 2010
STATE OF THE RESUME
Among the most common topics for which candidates seek my advice is about resume preparation. Most often I am asked for feedback regarding content or construction yet some questions are quite specific such as whether it is appropriate to use bulleted text or how much employment history to include. In the legal profession it is not uncommon for law firm partners to have a summary bio prepared by the firm’s professional marketing staff. I have talked to very accomplished lawyers who have never prepared a resume for themselves and genuinely need some guidance when they decide to proactively seek a new opportunity. Aside from the few who probably want me to write their resume for them (which I won’t do, for good reason), at the crux of this is confusion about the purpose one’s resume is intended to serve.
Wait a minute, what is confusing about the purpose of a resume? It should seem intuitive by simple definition of the end goal. In plain speaking it is the starting document that will get a candidate from point A to point B on the career ladder. A lot rides on that little document as it is THE entry point to the proverbial foot in the door. If the right things are not on that resume, a candidate won’t get noticed. Factor in anything which increases the competitiveness of the candidate pool or the desirability of the job and you can see how the need to make one’s resume stand above the rest becomes more urgent. Candidates need to distinguish themselves in a crowded pool. The resume has become the flag all candidates carry which screams ‘CHOOSE ME!’ It is no small wonder that the mere mention of the word whips people into a frenzy.
During the go-go days of the late’90’s, candidates would do all sorts of wild things to get their resume noticed. I still have the shoebox a candidate sent to me complete with a pair of shoes and a note suggesting he was trying to get his ‘foot in the door’ for an interview. (Yes it was from a lawyer, no the shoes were not my size, and no he did not get an interview.) One of my colleagues at a very large technology company received a resume wrapped in plastic and taped to the top of a fresh hot pizza conveniently delivered to her at lunch time. All sorts of quirky information began appearing on resumes, usually in an ‘interests’ tag line which I can only assume is intended to make the candidate seem more human. Do we need to know that you can simultaneously speak Japanese while eating chicken livers? What on earth does that have to do with practicing law? Nothing! Spare me. Sure I remember the resume, but it did nothing positive for that person’s candidacy.
Thankfully these examples have not become widely adopted tactics, but other disturbing trends have emerged. “Dumbing down” a resume by removing experience or omitting dates of employment has become more prevalent among senior level candidates wanting to compete for a job advertised as seeking less experienced candidates. Title inflation, which is using a more desirable job title on the resume different from the candidate’s current official job title, has crept into the mix. There has even been recent press about ‘whitening’ one’s resume. Sure, a few candidates cross the line from enhancing a title to outright false information. But how did the state of the resume deteriorate to this?
Market pressure on candidates alone is not the answer. Recruiters and hiring managers also shoulder some of the responsibility. At a macro level candidates are responding to signals sent into the applicant stream by virtue of how recruiters and hiring managers respond. In an attempt to be all things to the right employers, candidates are responding to the business of filtering engaged in by many in the recruiting profession. In the sake of expediency and to tackle the volume of incoming inquiries the recruiting staff spends a big chunk of time screening incoming resumes in the hopes that the perfect person appears. They are filtering, not recruiting. Key word identification was the first big introduction of technology in the recruiting process. Instead of plowing through piles of paper a recruiter could do a key word search for something on the resume, like intellectual property, and instantly locate the candidates with that word in their resume. It didn’t take long for candidates to get the message and start adding key words even if it was a fraction of their overall expertise. Boom, the vicious cycle was born.
Don’t get me wrong, key word search capability is a helpful tool. Unfortunately it contributes to a process that is designed like a sieve. It excludes people without the right word but makes no distinction as to relative strength of other characteristics that may be relevant. Yet recruiters are usually the first to say that their best candidates do not come from whoever happens to land in their inbox, particularly where a niche skill set is required. The recruiter who affirmatively reaches out to those with the necessary skills and expertise is more apt to zero in on the right candidate. A focused approach adopts a process that is designed more like a target, where the center circle encompasses all appropriate requirements. Less filtering and more recruiting is in order.
Even though it is a bit of a catch-22, the filtering cycle can be broken if both candidates and hiring decision makers contribute to the solution. Candidates need to cut the fluff and focus on the substance of what they have to offer. Tell us who you are, what you do, where you learned it, and who you have done it for and when. Don’t write what you think a recruiter wants to hear, just tell it like it is. Recruiters need to get off the filtering treadmill and build pipelines of qualified prospects. You can add value to the hiring managers and increase the quality of the overall outcome by knowing their business wherever possible and using technology to track who you want rather than just who randomly finds you. Hiring managers can help by educating their recruiting partners about their business, focusing on candidate skills and competencies in evaluating prospective hires, and being realistic about the timeline it takes to find the right person. Employers that don’t have the resources internally to do this can and should engage an external resource appropriate to the relevant area of expertise.
Before internet technology was widely adopted in the recruiting process, like many recruiters I literally clawed through stacks of cover letters and resumes on a daily basis until it felt like my eyeballs were on fire. I cannot begin to fathom how many resumes I have looked at during my 18+ years of recruiting and let me tell you I have seen the gamut. Behind every resume is a person whose talents and value will accelerate in the right environment. We’ll all be better off if the obstacles are cleared and the state of the resume can shine.
Wait a minute, what is confusing about the purpose of a resume? It should seem intuitive by simple definition of the end goal. In plain speaking it is the starting document that will get a candidate from point A to point B on the career ladder. A lot rides on that little document as it is THE entry point to the proverbial foot in the door. If the right things are not on that resume, a candidate won’t get noticed. Factor in anything which increases the competitiveness of the candidate pool or the desirability of the job and you can see how the need to make one’s resume stand above the rest becomes more urgent. Candidates need to distinguish themselves in a crowded pool. The resume has become the flag all candidates carry which screams ‘CHOOSE ME!’ It is no small wonder that the mere mention of the word whips people into a frenzy.
During the go-go days of the late’90’s, candidates would do all sorts of wild things to get their resume noticed. I still have the shoebox a candidate sent to me complete with a pair of shoes and a note suggesting he was trying to get his ‘foot in the door’ for an interview. (Yes it was from a lawyer, no the shoes were not my size, and no he did not get an interview.) One of my colleagues at a very large technology company received a resume wrapped in plastic and taped to the top of a fresh hot pizza conveniently delivered to her at lunch time. All sorts of quirky information began appearing on resumes, usually in an ‘interests’ tag line which I can only assume is intended to make the candidate seem more human. Do we need to know that you can simultaneously speak Japanese while eating chicken livers? What on earth does that have to do with practicing law? Nothing! Spare me. Sure I remember the resume, but it did nothing positive for that person’s candidacy.
Thankfully these examples have not become widely adopted tactics, but other disturbing trends have emerged. “Dumbing down” a resume by removing experience or omitting dates of employment has become more prevalent among senior level candidates wanting to compete for a job advertised as seeking less experienced candidates. Title inflation, which is using a more desirable job title on the resume different from the candidate’s current official job title, has crept into the mix. There has even been recent press about ‘whitening’ one’s resume. Sure, a few candidates cross the line from enhancing a title to outright false information. But how did the state of the resume deteriorate to this?
Market pressure on candidates alone is not the answer. Recruiters and hiring managers also shoulder some of the responsibility. At a macro level candidates are responding to signals sent into the applicant stream by virtue of how recruiters and hiring managers respond. In an attempt to be all things to the right employers, candidates are responding to the business of filtering engaged in by many in the recruiting profession. In the sake of expediency and to tackle the volume of incoming inquiries the recruiting staff spends a big chunk of time screening incoming resumes in the hopes that the perfect person appears. They are filtering, not recruiting. Key word identification was the first big introduction of technology in the recruiting process. Instead of plowing through piles of paper a recruiter could do a key word search for something on the resume, like intellectual property, and instantly locate the candidates with that word in their resume. It didn’t take long for candidates to get the message and start adding key words even if it was a fraction of their overall expertise. Boom, the vicious cycle was born.
Don’t get me wrong, key word search capability is a helpful tool. Unfortunately it contributes to a process that is designed like a sieve. It excludes people without the right word but makes no distinction as to relative strength of other characteristics that may be relevant. Yet recruiters are usually the first to say that their best candidates do not come from whoever happens to land in their inbox, particularly where a niche skill set is required. The recruiter who affirmatively reaches out to those with the necessary skills and expertise is more apt to zero in on the right candidate. A focused approach adopts a process that is designed more like a target, where the center circle encompasses all appropriate requirements. Less filtering and more recruiting is in order.
Even though it is a bit of a catch-22, the filtering cycle can be broken if both candidates and hiring decision makers contribute to the solution. Candidates need to cut the fluff and focus on the substance of what they have to offer. Tell us who you are, what you do, where you learned it, and who you have done it for and when. Don’t write what you think a recruiter wants to hear, just tell it like it is. Recruiters need to get off the filtering treadmill and build pipelines of qualified prospects. You can add value to the hiring managers and increase the quality of the overall outcome by knowing their business wherever possible and using technology to track who you want rather than just who randomly finds you. Hiring managers can help by educating their recruiting partners about their business, focusing on candidate skills and competencies in evaluating prospective hires, and being realistic about the timeline it takes to find the right person. Employers that don’t have the resources internally to do this can and should engage an external resource appropriate to the relevant area of expertise.
Before internet technology was widely adopted in the recruiting process, like many recruiters I literally clawed through stacks of cover letters and resumes on a daily basis until it felt like my eyeballs were on fire. I cannot begin to fathom how many resumes I have looked at during my 18+ years of recruiting and let me tell you I have seen the gamut. Behind every resume is a person whose talents and value will accelerate in the right environment. We’ll all be better off if the obstacles are cleared and the state of the resume can shine.
Wednesday, December 9, 2009
2010 ROAD AHEAD
The fuel door on my car is busted. We had a little mishap at the gas station the other day and the fuel door latch was thankfully the only minor casualty. It won’t take much to replace it however the interruption to the crush of work and holiday schedule is annoying. It sounds odd perhaps but I think it was my car’s way of telling me to slow down the usual pace before moving forward. Compatible to the inevitable year-end reflection and resolution-making, the following is my glimpse in the rear view mirror and course corrections for the road ahead:
o Encouragement. This has been the all-purpose road sign of the year! Vague ideas, frustrations, cocktail conversation, and constructive feedback all incited action in 2009. Starting the blog, my recent published article (“Be the CEO of You”), and a significant de-cluttering of the clothes closet were a few new things that made it into the line-up. Support and encouragement from others indicate that people are listening, observing, and willing to engage. We all need propping up when the going gets rough, but encouraging someone when they have momentum or enthusiasm is just as important. It can come from anywhere and you have to be open to receive it. Many consider encouragement the personal green light giving you permission to go-go-go. I view mine as a yield sign, allowing me to assess the surroundings appropriately before moving ahead.
o Patience and Persistence. This combination is my fuel. I need more and will use more to go farther. One without the other is like sand in the gas tank! I have learned to be more persistent about achieving my goals, and to be patient so that results will come with the right level of persistence. Onward.
o “Social” is my word of the year. Yeah yeah, “social networking” is the latest buzz phrase. “Tweet” is not a verb in my vernacular, although I make good use of online networking tools. It provides an avenue to stay connected with clients, customers, colleagues, friends old and new, family members (who are among my very best friends), and assorted professional contacts developed over the years, all who have and are becoming more than just a roadside attraction. Online activities prompted more in-person interaction which is both professionally and personally rewarding. My chosen career as a legal search executive requires constant interpersonal interaction which is one reason I like it so much! Lawyers, business executives, recruiting and HR professionals, it’s a fascinating mix! Best scenery for this driver is one that changes all the time. Social is always part of my course.
o Community. Regardless of your political views, election and inauguration days were momentous occasions in our nation’s history. Voting speaks. So does other political activism like writing to elected officials or engaging in political forums and political action committees. The future is too important to abdicate by inaction. Contributing to community helps people help themselves, which has never been more important in a time when others are struggling. You are likely reading this because you have access to the internet, which puts you among a privileged group of people. Good, that means you have something to spare. Time, money, goods, or services – write a check, cook dinner at a shelter for families in transition, help out once a month at a legal aid clinic…. it isn’t rocket science. Contributing improves life for others. We all live in each other’s ripple. Speak up! Get with it! Get on the bus Gus and take the damn wheel!
o Wildlife encounters. From bears in the backyard to seals on the city beach, animals are sure to cross our path. Animal interaction reminds us we all share the planet. Be mindful that we share a precious resource and we will all have somewhere to go for many years ahead.
o Humor. My motor won’t engage without this essential. Drama is meant for the theater. As my cousin Kai was fond of saying, “get over it.” Sometimes you have to stop and see the levity. Be willing to snicker at your own foibles. A little good-natured giggle on occasion keeps your blood pressure down and the fun factor high.
The 2009 road was riddled with the potholes of a lousy economy, and careers and retirement plans for many detoured by recession. The signposts of fabulous family, friends, and colleagues all kept my roadblocks manageable. For that fact alone, I could not be more grateful. My packing list for the next journey includes those lessons learned, a bright-eyed wonder of what lies ahead, and the confidence to maneuver around the roadblocks. As soon as that fuel door is fixed, it’s a quick trip through the car wash and back on the road to 2010. I’m just hoping for fewer mishaps!
o Encouragement. This has been the all-purpose road sign of the year! Vague ideas, frustrations, cocktail conversation, and constructive feedback all incited action in 2009. Starting the blog, my recent published article (“Be the CEO of You”), and a significant de-cluttering of the clothes closet were a few new things that made it into the line-up. Support and encouragement from others indicate that people are listening, observing, and willing to engage. We all need propping up when the going gets rough, but encouraging someone when they have momentum or enthusiasm is just as important. It can come from anywhere and you have to be open to receive it. Many consider encouragement the personal green light giving you permission to go-go-go. I view mine as a yield sign, allowing me to assess the surroundings appropriately before moving ahead.
o Patience and Persistence. This combination is my fuel. I need more and will use more to go farther. One without the other is like sand in the gas tank! I have learned to be more persistent about achieving my goals, and to be patient so that results will come with the right level of persistence. Onward.
o “Social” is my word of the year. Yeah yeah, “social networking” is the latest buzz phrase. “Tweet” is not a verb in my vernacular, although I make good use of online networking tools. It provides an avenue to stay connected with clients, customers, colleagues, friends old and new, family members (who are among my very best friends), and assorted professional contacts developed over the years, all who have and are becoming more than just a roadside attraction. Online activities prompted more in-person interaction which is both professionally and personally rewarding. My chosen career as a legal search executive requires constant interpersonal interaction which is one reason I like it so much! Lawyers, business executives, recruiting and HR professionals, it’s a fascinating mix! Best scenery for this driver is one that changes all the time. Social is always part of my course.
o Community. Regardless of your political views, election and inauguration days were momentous occasions in our nation’s history. Voting speaks. So does other political activism like writing to elected officials or engaging in political forums and political action committees. The future is too important to abdicate by inaction. Contributing to community helps people help themselves, which has never been more important in a time when others are struggling. You are likely reading this because you have access to the internet, which puts you among a privileged group of people. Good, that means you have something to spare. Time, money, goods, or services – write a check, cook dinner at a shelter for families in transition, help out once a month at a legal aid clinic…. it isn’t rocket science. Contributing improves life for others. We all live in each other’s ripple. Speak up! Get with it! Get on the bus Gus and take the damn wheel!
o Wildlife encounters. From bears in the backyard to seals on the city beach, animals are sure to cross our path. Animal interaction reminds us we all share the planet. Be mindful that we share a precious resource and we will all have somewhere to go for many years ahead.
o Humor. My motor won’t engage without this essential. Drama is meant for the theater. As my cousin Kai was fond of saying, “get over it.” Sometimes you have to stop and see the levity. Be willing to snicker at your own foibles. A little good-natured giggle on occasion keeps your blood pressure down and the fun factor high.
The 2009 road was riddled with the potholes of a lousy economy, and careers and retirement plans for many detoured by recession. The signposts of fabulous family, friends, and colleagues all kept my roadblocks manageable. For that fact alone, I could not be more grateful. My packing list for the next journey includes those lessons learned, a bright-eyed wonder of what lies ahead, and the confidence to maneuver around the roadblocks. As soon as that fuel door is fixed, it’s a quick trip through the car wash and back on the road to 2010. I’m just hoping for fewer mishaps!
Wednesday, August 26, 2009
SISTER WHERE ART THOU?
Recently Workingmother.com published its list of the top 50 law firms for women that by virtue of their numbers and programs are among the best places for working-mom lawyers. The legal profession and law firm partnerships in particular have long had the image of being dominated by white men. The female enrollment demographic at law schools has really only seen an appreciable increase during the last 30 plus years so from the historical standpoint the image is not too surprising. In the modern day however law schools are fairly well balanced with many if not most law school student populations hovering at around 50% women. Law schools are the feeder candidate pools for law firms so it stands to reason that many firms are also reporting that approximately half of their incoming associate classes are women. The published data in the aforementioned top 50 law firm survey bears this out.
Steadily over the last twenty years greater emphasis has been placed on diversity in the lawyer workforce generally and more women and people of color are entering the profession. (The plethora of goodness that comes from this is well stated elsewhere and not the subject of today’s post.) The firms mentioned in the top 50 list are implementing worthy initiatives to attract, retain, and develop the incoming female talent to insure they have the tools to develop and contribute as equals. Those firms should be applauded for their results and encouraged to continue their winning ways. I am optimistic that these firms get it, and are pushing for even greater results in the years ahead.
But I am alarmed at something. Puzzled. Frustrated. Okay, downright irritated if you must know….The percentage of incoming women associates is at the 50% mark which is consistent with the available talent pool. Great. But “the best” firms average just over 20% female partners. Whoa!! That means that women are leaving law firms in droves during the formative years of their careers, and at a rate significantly higher than their male counterparts! Something more than the childbirth years is at play. This is a level of attrition among a single workforce population is way beyond explaining away by women choosing to be stay-at-home mothers. What is happening between the time of entry and the time when partnership decisions are made that is causing this huge drop in population? My sister, where are you going?
The reality is that we don’t know where these women are going. Statistics on lawyer demographics are not readily available in aggregate form for comparison or analysis. We do know from law firm surveys like this that women are leaving law firm life at a rate that will quickly deflate the progress of women in the legal profession if it is allowed to continue. If you are a law firm leader – partner, committee chair, HR – I hope you are as disturbed as I am over this situation, because it is unacceptable. A significant portion of your greatest asset, your lawyers, are leaving in droves. Your talent is walking (at this rate more like running) out the door. Your clients demand to see their matters staffed with diverse lawyers from all levels in your firm, and if that is not a message you are hearing from them now I can guarantee you will hear it when you go to develop new business. This is a situation of urgency that needs your attention.
Here’s the good news – this is a situation which has the ‘everybody wins’ potential written all over it. The recession is ripping into the traditional law firm business model and turning recruiting and retention on its head. Law firms are being forced to rethink summer program and entry level associate recruiting models because their cost and efficiency is no longer sustainable. Compensation based on billable hour production is facing opposition from in-house counsel like an oncoming train in the form of demand for fixed fees and other cost control measures. How lawyers develop professionally, demonstrate their value, gain skill and expertise, and ultimately how they are evaluated for entry into the partnership is all tied into this and is being tested. Traditional methods of training, compensating, and ultimately retaining talent are on their way out. Firms that are creative and visionary enough to develop a new strategy will come out ahead in the longer term.
If you are a law firm leader, this is the perfect time for you to examine every aspect of how you run your business and make it all that it can be. This is no time to be complacent with old ways of doing things. A *true* leader has to be willing to challenge the status quo. Competition for "the top 10%" is no longer defined by virtue of elite law school law review membership. Greatness is not defined by the logging of time any more than it relies on a person's gender or race. Dispense with the old worn out definitions of how you evaluate and promote talent and you may well uncover the potential that has been in your organization all along. This isn't just "a women's issue" that you can appoint the women in your firm to solve for themselves. It takes commitment and action from the top. It isn't something to be delegated to the firm's recruiting committee, a small handful of mentors, or the marketing department. Roll up your sleeves and make it a business priority with accountability, timetables, and measurable goals. Get creative.
Your talent base, to be attractive as service practitioners to your clients, must be as diverse as their businesses and their customers. That population is really all of us in the working world. If you are a law firm leader, the solution to your competitiveness as a firm lies in your ability to attract, retain, and foster a diverse talent base, most certainly including women. Look no farther than half of your incoming associates as the first step in the equation. As a law firm leader, you can demonstrate your true leadership by solving this dilemma. You can create a rewarding workplace replete with happy clients and hold out your firm as being a leader in the profession. Half (or more) of your incoming talent, that you worked hard to recruit, will turn over at a much lower rate and be happier and more productive. High turnover costs money, you keep that money in the bank and your profits will be more sustainable. Everybody wins.
I really really really hope when I read the workingmother.com survey next year that someone has moved the needle. There is so much opportunity for progress. Don’t let next year’s story be a sad déjà vu.
Steadily over the last twenty years greater emphasis has been placed on diversity in the lawyer workforce generally and more women and people of color are entering the profession. (The plethora of goodness that comes from this is well stated elsewhere and not the subject of today’s post.) The firms mentioned in the top 50 list are implementing worthy initiatives to attract, retain, and develop the incoming female talent to insure they have the tools to develop and contribute as equals. Those firms should be applauded for their results and encouraged to continue their winning ways. I am optimistic that these firms get it, and are pushing for even greater results in the years ahead.
But I am alarmed at something. Puzzled. Frustrated. Okay, downright irritated if you must know….The percentage of incoming women associates is at the 50% mark which is consistent with the available talent pool. Great. But “the best” firms average just over 20% female partners. Whoa!! That means that women are leaving law firms in droves during the formative years of their careers, and at a rate significantly higher than their male counterparts! Something more than the childbirth years is at play. This is a level of attrition among a single workforce population is way beyond explaining away by women choosing to be stay-at-home mothers. What is happening between the time of entry and the time when partnership decisions are made that is causing this huge drop in population? My sister, where are you going?
The reality is that we don’t know where these women are going. Statistics on lawyer demographics are not readily available in aggregate form for comparison or analysis. We do know from law firm surveys like this that women are leaving law firm life at a rate that will quickly deflate the progress of women in the legal profession if it is allowed to continue. If you are a law firm leader – partner, committee chair, HR – I hope you are as disturbed as I am over this situation, because it is unacceptable. A significant portion of your greatest asset, your lawyers, are leaving in droves. Your talent is walking (at this rate more like running) out the door. Your clients demand to see their matters staffed with diverse lawyers from all levels in your firm, and if that is not a message you are hearing from them now I can guarantee you will hear it when you go to develop new business. This is a situation of urgency that needs your attention.
Here’s the good news – this is a situation which has the ‘everybody wins’ potential written all over it. The recession is ripping into the traditional law firm business model and turning recruiting and retention on its head. Law firms are being forced to rethink summer program and entry level associate recruiting models because their cost and efficiency is no longer sustainable. Compensation based on billable hour production is facing opposition from in-house counsel like an oncoming train in the form of demand for fixed fees and other cost control measures. How lawyers develop professionally, demonstrate their value, gain skill and expertise, and ultimately how they are evaluated for entry into the partnership is all tied into this and is being tested. Traditional methods of training, compensating, and ultimately retaining talent are on their way out. Firms that are creative and visionary enough to develop a new strategy will come out ahead in the longer term.
If you are a law firm leader, this is the perfect time for you to examine every aspect of how you run your business and make it all that it can be. This is no time to be complacent with old ways of doing things. A *true* leader has to be willing to challenge the status quo. Competition for "the top 10%" is no longer defined by virtue of elite law school law review membership. Greatness is not defined by the logging of time any more than it relies on a person's gender or race. Dispense with the old worn out definitions of how you evaluate and promote talent and you may well uncover the potential that has been in your organization all along. This isn't just "a women's issue" that you can appoint the women in your firm to solve for themselves. It takes commitment and action from the top. It isn't something to be delegated to the firm's recruiting committee, a small handful of mentors, or the marketing department. Roll up your sleeves and make it a business priority with accountability, timetables, and measurable goals. Get creative.
Your talent base, to be attractive as service practitioners to your clients, must be as diverse as their businesses and their customers. That population is really all of us in the working world. If you are a law firm leader, the solution to your competitiveness as a firm lies in your ability to attract, retain, and foster a diverse talent base, most certainly including women. Look no farther than half of your incoming associates as the first step in the equation. As a law firm leader, you can demonstrate your true leadership by solving this dilemma. You can create a rewarding workplace replete with happy clients and hold out your firm as being a leader in the profession. Half (or more) of your incoming talent, that you worked hard to recruit, will turn over at a much lower rate and be happier and more productive. High turnover costs money, you keep that money in the bank and your profits will be more sustainable. Everybody wins.
I really really really hope when I read the workingmother.com survey next year that someone has moved the needle. There is so much opportunity for progress. Don’t let next year’s story be a sad déjà vu.
Friday, June 19, 2009
Making Interviews Great ~ 5 tips
The competition for jobs is fierce right now. Companies and law firms everywhere have been downsizing resulting in good people looking to find a new job. Reports abound of companies being overwhelmed with hundreds of resumes instantly after positing one available position. Making it through the resume screening process is the first daunting step, followed by the all anxiety-producing interview.
Whether or not the interview is the most appropriate way to assess a candidate’s ability to perform the job is a separate topic. The fact remains that employers are going to rely on the interview as a principal component in the hiring process. No matter which side of the table you sit on, there are things you can do to maximize interview effectiveness.
I can see the nods of agreement from my recruiter and HR pals when I suggest that not all hiring managers and interview loop participants are adept interviewers, no matter how much training they get. Particular to the legal profession, lawyers can be brilliant interrogators but terrible in the job interview as employer or candidate. Why? The approach of only asking a question to which you already know the answer or, (worse yet), employing a style of “fact finding” through a contentious questioning style, is not conducive to eliciting useful information about a candidate for employment. Productive information should be exchanged so that each party can evaluate and act based on what is learned during the interview. Both employer and candidate participate and therefore each controls the method and quality of the interview. The following are tips for getting it right and making it great.
• Prepare: A great interview starts with thorough preparation. Reading the resume is 101, but I am stunned at how many people skip this step. Great interviewers will prepare a few questions ahead of time based on the resume and any other preparatory documents. As a search consultant, I often prepare detailed candidate write-ups for my clients to supplement the resume which specify experience and background data as well as a skills assessment. Cover letter, deal sheet, whatever documents the candidate or recruiter supplied ahead of time are all fertile ground for information that can be covered in an interview. Candidate preparation should include company research. Candidate prep 101 is reading and understanding the job description (again, an oft overlooked step.) Smart candidates will read the company’s annual report and public disclosure filings, pour through the company’s website to see how they describe themselves, and conduct an internet search for recent news articles. A candidate who knows about a significant recent company event can engage the interviewer intelligently about their business, and set themselves apart as someone who is both interested and invested in the discussion.
• Organize: A great interview flows almost effortlessly. Start with congenial greeting to establish rapport, briefly describe what you want to talk about (“I am a manager in R&D and would like to learn about your experience in the invention disclosure process”), and follow a logical topic sequence before moving into another area. It allows the candidate to follow the interviewer’s train of thought, and the candidate employing active listening techniques will quickly engage in the discussion. Candidates with an organized thoughtful answer which stays on topic, and who resist the temptation to bring in tangential topics, will keep this flow moving easily. It’s a little like ballroom dancing – both leader and follower have to do their part to stay in step.
• Listen: Employer interviewers should follow the basis 80/20 rule - listening 80% of the time and talking 20% of the time. A great interviewer will use information from the candidate’s answer to develop further questions. Too often interviewers log the answer and move onto the next question, as if running through a list. Candidates who demonstrate active listening skills similarly show the interviewer they are engaged and attentive – qualities every employer looks for in an employee! Candidates who deliver rehearsed answers immediately demonstrate that they were not paying attention. Why would anyone do this? I have interviewed candidates who gave me the answer they thought I wanted to hear, instead of just answering the question I asked. Save the academy award speech for another audience, in the interview setting it will only earn you a ‘no hire’ vote. Great interviewers are not looking for snappy canned answers, they want their question answered. Great candidates respond thoughtfully to the topic at hand.
• Clarify: This is part of active listening. Because not everyone asks concise questions, you may have to help them along by clarifying before giving an answer. Check that question and answer when discussing vague concepts or terms of art in any profession to make sure you are both on the same page. Great interviewers will use probing questions with candidates to get specific detailed answers. Questions like ‘what was the result, how did you decide on that course of action, looking back would you do anything differently, what did you learn from the experience’ will yield a complete picture of the candidate’s thoughts, action, and competencies. Candidates will similarly learn far more about a company’s culture and workplace environment by asking follow-up questions around business plans that impact the job they are seeking, as one example. Use what you hear from the other party and probe for more at the appropriate time during the interview.
• Respect: Actions speak louder than words. Show respect for the other party at every step of the interview. Turn off your cell phone and put the land line on do not disturb, stay on schedule, pay attention, say please and thank you and never ever treat anyone as if their time or place in the process is beneath you. That may sound like advice from mom, but the right actions can quickly set you apart from others who are just dialing it in. Engaging in the interview is the most important thing you are doing at that moment. If you are a candidate it is critical to your career. If you are an employer it is critical to the success of your company or firm. You may interview 2 or 20 people for one job, but all of them will remember how they were treated and if treated well is your best unpaid advertising. Candidates who treat employers respectfully increase their odds of being called back when an even better opportunity comes along, or in an encounter within their professional circle. Respect in the interview process is professional dividend.
Employers and candidates are behooved to know thy basics from the get-go. Employers – know the competencies and traits which spell success in your environment. Candidates – be equipped to speak specifically about your work product and provide examples of your work. The best interviews leave the candidate feeling enthused about the employer and knowing they were able to convey their unique skills and knowledge. The employer will have a detailed picture of what the candidate brings to their organization and a clear understanding of if/how that person can contribute to the organization. The ultimate result increases the likelihood of matching the right person with the right employer.
Whether or not the interview is the most appropriate way to assess a candidate’s ability to perform the job is a separate topic. The fact remains that employers are going to rely on the interview as a principal component in the hiring process. No matter which side of the table you sit on, there are things you can do to maximize interview effectiveness.
I can see the nods of agreement from my recruiter and HR pals when I suggest that not all hiring managers and interview loop participants are adept interviewers, no matter how much training they get. Particular to the legal profession, lawyers can be brilliant interrogators but terrible in the job interview as employer or candidate. Why? The approach of only asking a question to which you already know the answer or, (worse yet), employing a style of “fact finding” through a contentious questioning style, is not conducive to eliciting useful information about a candidate for employment. Productive information should be exchanged so that each party can evaluate and act based on what is learned during the interview. Both employer and candidate participate and therefore each controls the method and quality of the interview. The following are tips for getting it right and making it great.
• Prepare: A great interview starts with thorough preparation. Reading the resume is 101, but I am stunned at how many people skip this step. Great interviewers will prepare a few questions ahead of time based on the resume and any other preparatory documents. As a search consultant, I often prepare detailed candidate write-ups for my clients to supplement the resume which specify experience and background data as well as a skills assessment. Cover letter, deal sheet, whatever documents the candidate or recruiter supplied ahead of time are all fertile ground for information that can be covered in an interview. Candidate preparation should include company research. Candidate prep 101 is reading and understanding the job description (again, an oft overlooked step.) Smart candidates will read the company’s annual report and public disclosure filings, pour through the company’s website to see how they describe themselves, and conduct an internet search for recent news articles. A candidate who knows about a significant recent company event can engage the interviewer intelligently about their business, and set themselves apart as someone who is both interested and invested in the discussion.
• Organize: A great interview flows almost effortlessly. Start with congenial greeting to establish rapport, briefly describe what you want to talk about (“I am a manager in R&D and would like to learn about your experience in the invention disclosure process”), and follow a logical topic sequence before moving into another area. It allows the candidate to follow the interviewer’s train of thought, and the candidate employing active listening techniques will quickly engage in the discussion. Candidates with an organized thoughtful answer which stays on topic, and who resist the temptation to bring in tangential topics, will keep this flow moving easily. It’s a little like ballroom dancing – both leader and follower have to do their part to stay in step.
• Listen: Employer interviewers should follow the basis 80/20 rule - listening 80% of the time and talking 20% of the time. A great interviewer will use information from the candidate’s answer to develop further questions. Too often interviewers log the answer and move onto the next question, as if running through a list. Candidates who demonstrate active listening skills similarly show the interviewer they are engaged and attentive – qualities every employer looks for in an employee! Candidates who deliver rehearsed answers immediately demonstrate that they were not paying attention. Why would anyone do this? I have interviewed candidates who gave me the answer they thought I wanted to hear, instead of just answering the question I asked. Save the academy award speech for another audience, in the interview setting it will only earn you a ‘no hire’ vote. Great interviewers are not looking for snappy canned answers, they want their question answered. Great candidates respond thoughtfully to the topic at hand.
• Clarify: This is part of active listening. Because not everyone asks concise questions, you may have to help them along by clarifying before giving an answer. Check that question and answer when discussing vague concepts or terms of art in any profession to make sure you are both on the same page. Great interviewers will use probing questions with candidates to get specific detailed answers. Questions like ‘what was the result, how did you decide on that course of action, looking back would you do anything differently, what did you learn from the experience’ will yield a complete picture of the candidate’s thoughts, action, and competencies. Candidates will similarly learn far more about a company’s culture and workplace environment by asking follow-up questions around business plans that impact the job they are seeking, as one example. Use what you hear from the other party and probe for more at the appropriate time during the interview.
• Respect: Actions speak louder than words. Show respect for the other party at every step of the interview. Turn off your cell phone and put the land line on do not disturb, stay on schedule, pay attention, say please and thank you and never ever treat anyone as if their time or place in the process is beneath you. That may sound like advice from mom, but the right actions can quickly set you apart from others who are just dialing it in. Engaging in the interview is the most important thing you are doing at that moment. If you are a candidate it is critical to your career. If you are an employer it is critical to the success of your company or firm. You may interview 2 or 20 people for one job, but all of them will remember how they were treated and if treated well is your best unpaid advertising. Candidates who treat employers respectfully increase their odds of being called back when an even better opportunity comes along, or in an encounter within their professional circle. Respect in the interview process is professional dividend.
Employers and candidates are behooved to know thy basics from the get-go. Employers – know the competencies and traits which spell success in your environment. Candidates – be equipped to speak specifically about your work product and provide examples of your work. The best interviews leave the candidate feeling enthused about the employer and knowing they were able to convey their unique skills and knowledge. The employer will have a detailed picture of what the candidate brings to their organization and a clear understanding of if/how that person can contribute to the organization. The ultimate result increases the likelihood of matching the right person with the right employer.
Friday, May 22, 2009
LOVE YOUR JOB
On the opening day of baseball season I had a rare opportunity to be a flag bearer of the gigantic US flag carried out onto the field for the national anthem before the start of the game. Many of you have seen these at sporting events or before a big game on TV. We had a rehearsal the day before to sync our timing and handle the flag properly, and in doing so we practiced in the venue – the playing field at Safeco Field in Seattle. As a middle aged woman I can’t imagine having another sanctioned opportunity to be on a professional sports field, so it was a new experience and, as a baseball fan, quite a thrill. As we first stepped onto the baseball field I was a little overwhelmed – the smell of fresh cut lawn, looking up into a beautiful stadium, my first thought was “why do they pay these guys anything to come to this office everyday? They play a GAME, applause greets you when you arrive (except for A-Rod in this town anyway)….baseball players should work for free!”
We know, of course, that they don’t. In fact, their compensation levels are sky high compared to almost any other line of work. One could debate the merits of professional sports compensation endlessly, but let’s leave that commentary for someone else’s blog. The reality is that no one works for free – it’s an untenable proposition. But playing a game as a job, what fun! How lucky is anyone to have that choice?
I know a woman who recently left her senior management job after 11 years of working for a profitable brand-name Fortune company, where she was well-compensated and considered a strong performer and leader. She does not have another job lined up, no big severance to fall back on….in this economy?
Oh and the law firm and corporate lay-offs just keep coming, with perfectly talented professional people who have never needed to look for a new job suddenly thrust into this horrible economy when few are hiring. What to do next?
What do they have in common? The choice of doing something they love! No matter what you do for a profession, work SHOULD be as fun as it can possibly be. We have all heard the popular saying “work for free and you will never work a day in your life.” Passion for your profession plays an important role in career satisfaction and has a significant positive impact on job performance. It stands to reason that the happier you are in your work, the better you will perform, which will contribute to your personal bottom line. Employers all factor personal performance metrics into their compensation system at some level, be it base salary increases, bonus rewards, or other long term incentives. Even highly paid athletes have performance incentives built into their contracts. Home runs do more than win games and make fans happy.
Professional work is hard enough without enjoying it. Whether or not you are at a point where you are considering your next career move, there is no better time than now to articulate this part of your professional vision. It is too easy to get caught up in the day-to-day tasks to stop and focus on this, however it may be one of the best things you do for your career. Consider it a piece of self-assigned homework. Set aside an hour of time, situate yourself in front of a blank screen/whiteboard/paper and pen in a distraction minimized zone (locked bathrooms work, if nothing else) and make two columns – likes and dislikes. Brainstorm about your professional work and list items in each column specific to you. What do you like about your job content, your profession, the kind of work environment where you are happiest, the pet peeves or tasks you don’t like doing, the things you do not do well, qualities you want in a boss, the industries or topics you find dreadfully boring…you get the idea. Write it all down in their respective plus and minus columns. Some of the items will be tied to other life priorities – supporting a family is one example. On the other hand, maybe your misery index will encourage you to retool your budget and accept a lower income in another kind of work that increases your daily dose of personal fulfillment and lowers your blood pressure.
Unless you commit your criteria to a tangible document you will lose sight of all these elements. Once you commit it to paper, it will be much easier to see trends and set priorities. Developing a professional vision around your talents can be very liberating and enlightening. Armed with your list, you are now well positioned to make informed choices about everything affecting your career. You may make trade-offs along the way as you use this list to evaluate a new job and as you move throughout your professional career. That’s ok, and encouraged. Examine the list from time to time, make changes or additions, and tweak your criteria as you consider new options. Give that list a long hard list when you get a job offer and compare it to what you are signing up for in the new gig. Is there something you should explore a little further before taking that new job, maybe something in the minus column that should be fleshed out? Job offers, particularly good ones, have a way of obfuscating the downside. It pays to be vigilant and thoughtful before you leap. Your plus and minus list will keep you honest and focused. The important thing is that you have a tool to keep on track and your eyes on the happiness prize. We may not be so fortunate as to choose a job with a built-in adoring public, but truly enjoying what you do may well make it seem less like work, and more like a game.
We know, of course, that they don’t. In fact, their compensation levels are sky high compared to almost any other line of work. One could debate the merits of professional sports compensation endlessly, but let’s leave that commentary for someone else’s blog. The reality is that no one works for free – it’s an untenable proposition. But playing a game as a job, what fun! How lucky is anyone to have that choice?
I know a woman who recently left her senior management job after 11 years of working for a profitable brand-name Fortune company, where she was well-compensated and considered a strong performer and leader. She does not have another job lined up, no big severance to fall back on….in this economy?
Oh and the law firm and corporate lay-offs just keep coming, with perfectly talented professional people who have never needed to look for a new job suddenly thrust into this horrible economy when few are hiring. What to do next?
What do they have in common? The choice of doing something they love! No matter what you do for a profession, work SHOULD be as fun as it can possibly be. We have all heard the popular saying “work for free and you will never work a day in your life.” Passion for your profession plays an important role in career satisfaction and has a significant positive impact on job performance. It stands to reason that the happier you are in your work, the better you will perform, which will contribute to your personal bottom line. Employers all factor personal performance metrics into their compensation system at some level, be it base salary increases, bonus rewards, or other long term incentives. Even highly paid athletes have performance incentives built into their contracts. Home runs do more than win games and make fans happy.
Professional work is hard enough without enjoying it. Whether or not you are at a point where you are considering your next career move, there is no better time than now to articulate this part of your professional vision. It is too easy to get caught up in the day-to-day tasks to stop and focus on this, however it may be one of the best things you do for your career. Consider it a piece of self-assigned homework. Set aside an hour of time, situate yourself in front of a blank screen/whiteboard/paper and pen in a distraction minimized zone (locked bathrooms work, if nothing else) and make two columns – likes and dislikes. Brainstorm about your professional work and list items in each column specific to you. What do you like about your job content, your profession, the kind of work environment where you are happiest, the pet peeves or tasks you don’t like doing, the things you do not do well, qualities you want in a boss, the industries or topics you find dreadfully boring…you get the idea. Write it all down in their respective plus and minus columns. Some of the items will be tied to other life priorities – supporting a family is one example. On the other hand, maybe your misery index will encourage you to retool your budget and accept a lower income in another kind of work that increases your daily dose of personal fulfillment and lowers your blood pressure.
Unless you commit your criteria to a tangible document you will lose sight of all these elements. Once you commit it to paper, it will be much easier to see trends and set priorities. Developing a professional vision around your talents can be very liberating and enlightening. Armed with your list, you are now well positioned to make informed choices about everything affecting your career. You may make trade-offs along the way as you use this list to evaluate a new job and as you move throughout your professional career. That’s ok, and encouraged. Examine the list from time to time, make changes or additions, and tweak your criteria as you consider new options. Give that list a long hard list when you get a job offer and compare it to what you are signing up for in the new gig. Is there something you should explore a little further before taking that new job, maybe something in the minus column that should be fleshed out? Job offers, particularly good ones, have a way of obfuscating the downside. It pays to be vigilant and thoughtful before you leap. Your plus and minus list will keep you honest and focused. The important thing is that you have a tool to keep on track and your eyes on the happiness prize. We may not be so fortunate as to choose a job with a built-in adoring public, but truly enjoying what you do may well make it seem less like work, and more like a game.
Tuesday, March 31, 2009
Memorable impressions
I was inspired today by the power of a great memory, and it sent my mind abuzz with thinking of all sorts of parallels to my professional and personal life.
I was attending the funeral of Bob, technically my great uncle - he was married to my grandmother's youngest sister on my father's side of the family. Growing up, I simply referred to them as aunt Mary and uncle Bob. Aunt Mary is alive and kicking and pushing her mid-90's. Bob passed a few months ago at the tender age of 95, shortly after renewing his drivers license. These were, and are, active, alert, life loving people, despite their chronological age. Bob was a compassionate and talented man who lived a relatively simple, long, and happy life in rural America.
So I am standing graveside on a cold but sunny Sunday afternoon in a tiny rural town in southwest Washington. Few people are in attendance, among them an elderly couple who looked vaguely familiar. I come from a big Italian family and all of us are predisposed to being gregarious and the center of social activity. My grandparents and their siblings were all very social, entertaining people in their homes as long as I can remember. Family, neighbors, friends, a lot of Italian community folks, everybody at some point rotated through my grandparents house for dinner or socializing every weekend. Over the years my big extended family tree has grown smaller, so that attending funerals at this stage of my life (let's call it 50-ish), is not particularly uncommon. My dad, a spry 86 this July, knows everybody, or so it seems to me. I thought nothing of him talking to this elderly couple. Everybody seems to know my dad. He and the elderly gentleman were obviously engaged in a warm and familiar conversation, smiling, laughing, very convivial. A short time later this gentleman approached me and in one breath introduced himself, extended his hand, and asked my name. "Hello, I am Alisa Tazioli" I replied, and nodding in the direction of my dad, said "I am Eddie's youngest daughter." I was greeted with a beaming smile, and words I never expected to hear . . . "Oh yes, I went on a date with your grandmother."
Let me pause here for a minute. Carrying a distinctive last name that is rare in this country, much less the one my ancestors came from, it is not uncommon when I meet someone who has EVER met another person with my last name to immediately blurt out the the question "oh, are you related to . . .?" followed by the name of any one of my aforementioned gregarious relatives. I am no spring chicken either but am among the youngest of my generation, so most people know someone older than me. But my grandmother?! She passed in her mid-80's when I was, well, considerably younger. She would have been well over 100 by now. Who WAS this man?!
He then proceeded to recount to me a story of traveling to Seattle in his youth with my uncle Gino and aunt Alice (another of my grandmother's sisters), who suggested they call my grandmother for a night out on the town, hanging out at a night club where there was music, dancing, and lots of other Italians. It is what people did in that era. My grandmother was a petite somewhat reserved earnest family devoted woman. She was never boisterous or loud. She was an intelligent conversationalist, and loved nothing more than to be surrounded by family anytime anywhere, so a call from her sister visiting from Portland would surely get her attention. My grandfather loved staying at home, and although they rarely were apart, on this rare night apparently my grandmother decided to go out with her sister, her brother-in-law, and their gentleman friend - the man now standing before me. Nothing nefarious, just a fun night out.
With a memory no doubt somewhat clouded by the passage of time, this elderly gentleman nonetheless recounted the evening events with great clarity. They visited multiple clubs in downtown Seattle where Italian musicians were performing, one club had a new Italian chef recently arrived from Lucca (the motherland!), and they stayed out until "after hours" courtesy of one restaurant proprietor. They laughed, drank, sang, socialized, and had a night of fun. Among the remnants of his memory he described with great precision my grandmother's laugh, her smile, and her demeanor. "I'll never forget it" he said with a bright smile and gleam in his eye. This gentleman is easily in his 90's. The memory of this evening had to be at least 60 years prior. It was sweet and clear. Impressive. I can't remember where I put the ear thumps to my iPod and he can remember a few hours out of his vast life like it was yesterday. THAT is what I call memorable. Something so riveting it sears an enduring home in your memory so that you can recall it at a snap decades later. Say what you will about how older people recall memories of events years earlier when they have trouble recalling yesterday's lunch, but the way he described it was obvious and powerful.
It got me thinking about what creates enduring impressions. In the modern day we are bombarded with media, music blaring in every retail outlet, billboards that spin with graphics and neon, cell phones ringing everywhere all the time, televisions in airports with pundits and spin doctors loudly espousing their controversial views, even advertising placards in restrooms! We are all so drenched with this stuff it is lucky we can remember where we are going, yet advertisers are assaulting our senses every waking moment. On a planet inhabited by billions of people in this media overload era, how do we distinguish ourselves at all? Has life has become so busy and crowded in the 21st century? Is it harder because there are so many more people? Are we numb to it all now, or just not paying attention? Or are we so oriented to the masses that we lose sight of the individual that is right in front of us?
I linger on that last question a lot. It is part of what I think about every day. I am an executive search consultant for the worlds' largest search firm devoted solely to recruiting lawyers for our client law firms and corporate legal departments around the world. Our firm serves hundreds of clients, large and small, and individually I easily speak with hundreds of lawyers and the people they work with every year. Over a recruiting career that is a little shy of 20 years, that equates to a lot of people. I talk to employers and candidates alike who are as unique as their individual fingerprints. So what makes others stand out among the rest? Part of what I do for a living is help my client distinguish themselves to attract top talent, and to help that top talent distinguish themselves from other talented and capable people. Especially in the current economy, whether you are a candidate or an employer, you better stand out too. Look at your odds if you don't. But with all the sensory overload, it isn't a numbers game or who shouts the loudest. It's about the impression you create.
I have noticed a fair amount of trade chatter recently around employment branding. Admittedly I have not read much on the topic yet, but seems to me it relates to distinction. A few observations:
Employers:
Honestly define yourself. Hold up the mirror and inspect the image, warts and all. That which defines you is what others see, so if you are candid about it you will attract the right people. The most intelligent employer brand marketing describes a company's corporate culture and values consistent with what employees experience and what the company or firm expects from their employees routinely. Expect long hours and reward with generous bonuses? Say it! An egalitarian structure where every fee earner is a partner and has a truly equal vote in major decisions? Spell it out! Mo matter how big of a company you are, the truth is you don't want everyone to work for you. The people you want are the ones who have the attributes necessary to succeed in your unique organization. It does no good to stand in front of the mirror and say that you look like everyone else when you don't. "We hire the best and brightest" . . . like your closest 100 competitors say anything different. Employers who appeal to the masses will get exactly that = masses. Don't appeal to a ,mass audience expecting to net specifically oriented highly talented individuals. In the legal profession, yes there are hundreds of great lawyers out there. Not all of them are going to be great in your organization. Focus on finding the few who will excel in your unique culture, and don't spend your time on the hundreds who might because you are afraid of missing someone. You will never make a decision, and you will alienate good people in the process because you cannot show them who you are as a company.
Candidates:
Know thy self. Yep you have smarts, experience, maybe a few things that aren't your strength but you can you do it all, right? Well, not really. Even if you graduated summa grand pooh-bah, you really are not all things to all people, nor do you want to be. That jack of all trades master of none guy was never the king of anything, much less his own career. Where's the destiny and accomplishment in that? You do want to be memorable for the right opportunity at the right time. I am a big fan of "the list." Start with a pad of paper and a pen, one column for what you like, one for what you don't like, and one very short one for items you are willing to compromise. Make your list without distractions, without regard to specific employers. Don't be trite or gimmicky. Do be honest about your strengths so you can maximize them, your weaknesses so you can minimize them, and what truly motivates you so that you can find it. Be true to your list in your search. Gear your questions around it when you explore opportunities with a prospective employer. Evaluate it again when you get an offer. Enjoying your work will bring the best rewards. You will be happier in the long run, and when that happens you will be more productive, your employer will reward you, and in it you might actually have fun.
Distinct candidate, meet the perfect employer. It should be so much easier, shouldn't it? It can be memorable, real, and powerful. And maybe it will put a gleam in your eye.
I was attending the funeral of Bob, technically my great uncle - he was married to my grandmother's youngest sister on my father's side of the family. Growing up, I simply referred to them as aunt Mary and uncle Bob. Aunt Mary is alive and kicking and pushing her mid-90's. Bob passed a few months ago at the tender age of 95, shortly after renewing his drivers license. These were, and are, active, alert, life loving people, despite their chronological age. Bob was a compassionate and talented man who lived a relatively simple, long, and happy life in rural America.
So I am standing graveside on a cold but sunny Sunday afternoon in a tiny rural town in southwest Washington. Few people are in attendance, among them an elderly couple who looked vaguely familiar. I come from a big Italian family and all of us are predisposed to being gregarious and the center of social activity. My grandparents and their siblings were all very social, entertaining people in their homes as long as I can remember. Family, neighbors, friends, a lot of Italian community folks, everybody at some point rotated through my grandparents house for dinner or socializing every weekend. Over the years my big extended family tree has grown smaller, so that attending funerals at this stage of my life (let's call it 50-ish), is not particularly uncommon. My dad, a spry 86 this July, knows everybody, or so it seems to me. I thought nothing of him talking to this elderly couple. Everybody seems to know my dad. He and the elderly gentleman were obviously engaged in a warm and familiar conversation, smiling, laughing, very convivial. A short time later this gentleman approached me and in one breath introduced himself, extended his hand, and asked my name. "Hello, I am Alisa Tazioli" I replied, and nodding in the direction of my dad, said "I am Eddie's youngest daughter." I was greeted with a beaming smile, and words I never expected to hear . . . "Oh yes, I went on a date with your grandmother."
Let me pause here for a minute. Carrying a distinctive last name that is rare in this country, much less the one my ancestors came from, it is not uncommon when I meet someone who has EVER met another person with my last name to immediately blurt out the the question "oh, are you related to . . .?" followed by the name of any one of my aforementioned gregarious relatives. I am no spring chicken either but am among the youngest of my generation, so most people know someone older than me. But my grandmother?! She passed in her mid-80's when I was, well, considerably younger. She would have been well over 100 by now. Who WAS this man?!
He then proceeded to recount to me a story of traveling to Seattle in his youth with my uncle Gino and aunt Alice (another of my grandmother's sisters), who suggested they call my grandmother for a night out on the town, hanging out at a night club where there was music, dancing, and lots of other Italians. It is what people did in that era. My grandmother was a petite somewhat reserved earnest family devoted woman. She was never boisterous or loud. She was an intelligent conversationalist, and loved nothing more than to be surrounded by family anytime anywhere, so a call from her sister visiting from Portland would surely get her attention. My grandfather loved staying at home, and although they rarely were apart, on this rare night apparently my grandmother decided to go out with her sister, her brother-in-law, and their gentleman friend - the man now standing before me. Nothing nefarious, just a fun night out.
With a memory no doubt somewhat clouded by the passage of time, this elderly gentleman nonetheless recounted the evening events with great clarity. They visited multiple clubs in downtown Seattle where Italian musicians were performing, one club had a new Italian chef recently arrived from Lucca (the motherland!), and they stayed out until "after hours" courtesy of one restaurant proprietor. They laughed, drank, sang, socialized, and had a night of fun. Among the remnants of his memory he described with great precision my grandmother's laugh, her smile, and her demeanor. "I'll never forget it" he said with a bright smile and gleam in his eye. This gentleman is easily in his 90's. The memory of this evening had to be at least 60 years prior. It was sweet and clear. Impressive. I can't remember where I put the ear thumps to my iPod and he can remember a few hours out of his vast life like it was yesterday. THAT is what I call memorable. Something so riveting it sears an enduring home in your memory so that you can recall it at a snap decades later. Say what you will about how older people recall memories of events years earlier when they have trouble recalling yesterday's lunch, but the way he described it was obvious and powerful.
It got me thinking about what creates enduring impressions. In the modern day we are bombarded with media, music blaring in every retail outlet, billboards that spin with graphics and neon, cell phones ringing everywhere all the time, televisions in airports with pundits and spin doctors loudly espousing their controversial views, even advertising placards in restrooms! We are all so drenched with this stuff it is lucky we can remember where we are going, yet advertisers are assaulting our senses every waking moment. On a planet inhabited by billions of people in this media overload era, how do we distinguish ourselves at all? Has life has become so busy and crowded in the 21st century? Is it harder because there are so many more people? Are we numb to it all now, or just not paying attention? Or are we so oriented to the masses that we lose sight of the individual that is right in front of us?
I linger on that last question a lot. It is part of what I think about every day. I am an executive search consultant for the worlds' largest search firm devoted solely to recruiting lawyers for our client law firms and corporate legal departments around the world. Our firm serves hundreds of clients, large and small, and individually I easily speak with hundreds of lawyers and the people they work with every year. Over a recruiting career that is a little shy of 20 years, that equates to a lot of people. I talk to employers and candidates alike who are as unique as their individual fingerprints. So what makes others stand out among the rest? Part of what I do for a living is help my client distinguish themselves to attract top talent, and to help that top talent distinguish themselves from other talented and capable people. Especially in the current economy, whether you are a candidate or an employer, you better stand out too. Look at your odds if you don't. But with all the sensory overload, it isn't a numbers game or who shouts the loudest. It's about the impression you create.
I have noticed a fair amount of trade chatter recently around employment branding. Admittedly I have not read much on the topic yet, but seems to me it relates to distinction. A few observations:
Employers:
Honestly define yourself. Hold up the mirror and inspect the image, warts and all. That which defines you is what others see, so if you are candid about it you will attract the right people. The most intelligent employer brand marketing describes a company's corporate culture and values consistent with what employees experience and what the company or firm expects from their employees routinely. Expect long hours and reward with generous bonuses? Say it! An egalitarian structure where every fee earner is a partner and has a truly equal vote in major decisions? Spell it out! Mo matter how big of a company you are, the truth is you don't want everyone to work for you. The people you want are the ones who have the attributes necessary to succeed in your unique organization. It does no good to stand in front of the mirror and say that you look like everyone else when you don't. "We hire the best and brightest" . . . like your closest 100 competitors say anything different. Employers who appeal to the masses will get exactly that = masses. Don't appeal to a ,mass audience expecting to net specifically oriented highly talented individuals. In the legal profession, yes there are hundreds of great lawyers out there. Not all of them are going to be great in your organization. Focus on finding the few who will excel in your unique culture, and don't spend your time on the hundreds who might because you are afraid of missing someone. You will never make a decision, and you will alienate good people in the process because you cannot show them who you are as a company.
Candidates:
Know thy self. Yep you have smarts, experience, maybe a few things that aren't your strength but you can you do it all, right? Well, not really. Even if you graduated summa grand pooh-bah, you really are not all things to all people, nor do you want to be. That jack of all trades master of none guy was never the king of anything, much less his own career. Where's the destiny and accomplishment in that? You do want to be memorable for the right opportunity at the right time. I am a big fan of "the list." Start with a pad of paper and a pen, one column for what you like, one for what you don't like, and one very short one for items you are willing to compromise. Make your list without distractions, without regard to specific employers. Don't be trite or gimmicky. Do be honest about your strengths so you can maximize them, your weaknesses so you can minimize them, and what truly motivates you so that you can find it. Be true to your list in your search. Gear your questions around it when you explore opportunities with a prospective employer. Evaluate it again when you get an offer. Enjoying your work will bring the best rewards. You will be happier in the long run, and when that happens you will be more productive, your employer will reward you, and in it you might actually have fun.
Distinct candidate, meet the perfect employer. It should be so much easier, shouldn't it? It can be memorable, real, and powerful. And maybe it will put a gleam in your eye.
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