What To Do When You Don't Get The Job: It Starts With Being Proactive

It’s always disheartening when you don’t get the job. Particularly if it was your dream job and you were one of the final candidates. Yes, it’s OK to be disappointed – even angry and hurt. But don’t let your feelings get the better of you.

Even more important, don’t take out your anger on the employer. You know what they say about not burning bridges. There are many ways that you can be proactive in your approach even after they’ve offered the job to someone else.

Just be sure that you’ve dealt with your emotions before you start.

“First and foremost, take a minute to grieve. Especially if it was your dream job, your first reaction is going to be sadness, anger, frustration, etc. and you want to allow yourself a chance to get it out,” says Sara Sutton Fell, CEO of FlexJobs. “Once you’ve calmed down, THEN it’s time to follow up with the employer.”

Lida Citroen, personal branding expert agrees, “It’s important to maintain your integrity and personal brand, look past the short-term disappointment, and turn the negative into a positive for future job opportunities.”

One way to show how gracious you are is to send a thank you note. While everyone knows you should send a thank you note after a job interview – the majority of people don’t bother. So sending a thank you note when you don’t get the job makes you really stand out in a good way.

That’s why many career professionals suggest doing just that. “Even if you didn’t get the job, they still took their time to speak with you, and it is common courtesy to thank them for the opportunity,” says Citroen.

Ronald Kaufman executive coach and author of Anatomy of Success agrees, “Let them know you appreciate learning the status of the job opening. Repeat your strong points as an employee. Always leave the door open.”

“If you’d like to be considered for future opportunities, say just that,” suggests Fell. “If you were one of the finalists for the job, there’s a good chance that they’ll keep you in mind for other possibilities in the future.”

One thing most career experts don’t recommend is asking why you didn’t get the job. Why shouldn’t you ask? Most experts say you’ll probably never really know. There are many possibilities. Maybe someone else just interviewed better. Maybe you didn’t click with the hiring manager. Generally, if you do get an answer from HR it will be only a vague response because companies are afraid of litigation.

In some cases asking may work against you. “Never ask why you didn’t get the job. It could put the hirer on the defensive and make them feel uncomfortable, pretty much ensuring that they won’t contact you about other possibilities,” says Kaufman.

Others disagree. “In order to learn from this experience, it’s important to find out why they decided to go with another candidate,” says Citroen. “Whatever the case may be, in order to see if or how you can improve, it’s important to determine why you weren’t the top pick.”

Dream Job or Dream Company?

Even if this position didn’t work out you never know what the future may bring. There is always the possibility that the person who was hired may not work out. It does happen. More likely however, another position will open.

The secret to staying on their radar is to nurture the connection. Make sure you get the email addresses of everyone you meet during the interview process so you can contact them later, whatever the outcome. As long as your follow-up doesn’t develop into stalking, it’s OK to stay in touch.

“Read publications that pertain to that company’s industry, and with well-timed and polite ‘conversational’ messages, forward the person articles of interest,” suggests Dawn Rasmusssen career expert and founder of Pathfinder Writing and Career Services. “If you see their name in a publication, clip the article and forward it to them to say, ‘Wow- congratulations!’”

Rafe Gomez, The Rehirement Coach, refers to this practice as sending cheesecake – something sweet, appetizing and irresistible that will be of value to the person. “The cheesecakes could be news of a solution that you delivered or made possible, a blog post that you’ve written about an industry trend or development, original research you’ve done, a new customer success story, or new business that you helped to close,” says Gomez. “The best cheesecakes are concise, infrequently delivered, and offer highly interesting info about your exploits.”

It’s important to also consider whether it was the job or the company that attracted you. If your primary goal is to work for XYZ Company you need a strategic marketing plan. Connect in person whenever possible. Many industry associations have monthly meetings – go and be visible. Find out where the people in your target companies hang out online and connect with them through social media.

“You should also start drinking the social media Kool-Aid to show interest in the company, “says Rasmussen. She recommends that you 1) Follow them on LinkedIn 2 )Look up their company’s Twitter handles and follow them 3) Like their Facebook page and 4) Find out where they blog and make positive, helpful comments.

The important point is to never give up particularly when you’re targeting a particular company or companies. The job market changes daily. Company needs change frequently as well. As Rasmussen says, “If you really want to work at a company, you aren’t going to let one ‘NO’ turn you away from them forever, right?”

http://www.forbes.com/sites/85broads/2013/08/16/what-to-do-when-you-dont-get-the-job-it-starts-with-being-proactive/

Changing Jobs? Plan Your Exit Strategy Well

Having an exit strategy can help you know the right time to seek a job change

As many business people may tell you: Having a viable exit strategy is a must for any successful project. Jobs are not any different. You always should know what you’re getting yourself into, what you want to achieve throughout your employment and what you will be able to do afterward – whether your exit is voluntary or not. At the end of the day your experience with each job should be a success story that can take you to the next level.

People who pursue such a plan often set goals for each and every job. These goals help them stay focused, enjoy their employment and be able to advance to a better position at the end.

Not to be confused with a lack of commitment, having an exit strategy can help you know the right time to seek a job change. Very often, people lured by a financial boost or what appears to be a better title, may leave their jobs prematurely. Sticking with each job for the right – often long – haul can help you make the best of each experience. When you make the decision to quit, then you’re sure you’re making the right move.

Here is how you should consider your exit strategy through each phase of employment.

Job huntingAlthough this may sound unrealistic in view of the still-tight job market, you should be cautious in accepting a job offer that isn’t a logical step on your career path. Such jobs can turn into obstacles for advancement. Not taking the job is usually better and less damaging than taking it for a short period. Think of the time and disruption involved with a short-term job experience. Not only your exit may not be as smooth as you would like it to be, your next step may become even more complicated. That is why you should focus on making sure that you pick a job that you can stay with and it will lead you to a better position once you go back in the market.

EmploymentThis is the core length of your work, and it can be several years. As mentioned, having an exit plan doesn’t mean that you won’t be full-heartedly investing in your job. Instead, you should keep your eye on your end goals in terms of achievement and advancement. This is a personal interest that shouldn’t conflict with your employer’s interest. Your enthusiasm may be highly regarded and appreciated. To position yourself for the next job, make sure that your knowledge and skills are always up-to-date. Keep your eyes open for training opportunities, webinars, certifications, etc. Most important, make sure that while you settle in nicely in your office routine, you don’t lose touch with what is going on around you. Having solid industry connections and being an active member in trade organizations and networks can help you stay abreast of your profession changes and market trends.

Near the end
Many people consider changing jobs out of boredom. While this is understandable, it is not justified. You may be bored of your job for the simple reason of not making the best out of it. If you change your attitude and see the potential areas that can be developed to shine, you may find yourself enjoying your current job and you will be able to make the decision to move based on more valid reasons. Apart from a layoff that may be unpredictable, the time for a voluntary exit should be set when your goals are achieved. These are typically long-term goals like closing several big projects, bringing in a certain volume of business, etc. Your goals can be a moving target and you may want to challenge yourself in achieving even a higher goal. An exit also can be through pursuing a promotion with your current employer.

The exit
Now that you’re at the exit, it is time to review how you’ve fared compared to your initial plan. Have you acquired the knowledge and the skills that help you with your next job? Are you confident that you can apply for more senior positions or with more quality employers as a result? Have you developed the connections within the industry that can help you place a job easier? If your answers are yes, then you’ve achieved your goals and benefited from having an exit plan from start to end.


Finding the exit

- Check a job leads in the right direction

- Set goals to advance

- Make sure you exit at the right time

- R.O.


http://gulfnews.com/business/opinion/changing-jobs-plan-your-exit-strategy-well-1.1218415

Throw Your Old Plan Away: 6 New Ways To Build Leadership Development Into Your Job

Every leader I know is extremely busy getting their job done. At the same time, they also realize that investing effort in their own leadership development is good. The problem is that when faced with a choice, work seems to always trump personal development. Everyone runs fast and hard, and personal development is put off as executives wait and hope for a break in the schedule.’ll argue that this is a false dichotomy. First, work and development should not be seen as competing activities. Here’s the reason to combine them: Doing one can accomplish the other. You can make your daily job into a practical leadership classroom and laboratory. If you choose to do this, you can constantly improve your leadership skills while getting your job done. That, in turn, benefits your organization, your working associates, and most certainly, you.

Here are some specific ways you can bring your personal development and your job closer together:

1. Learn new information. 

There are bodies of information that are highly relevant to your job. It may be the latest trends in the industry or some new technology. It could be about competitors. Or it may be technical information that would make you more knowledgeable about your company’s products.

2. Build new relationships. 

This might involve people external to the organization, such as suppliers, customers, those in academia or other parts of the business community. Or it could be your relationship with other department heads, or with various staff functions within your organization.1. Learn new information. There are bodies of information that are highly relevant to your job. It may be the latest trends in the industry or some new technology. It could be about competitors. Or it may be technical information that would make you more knowledgeable about your company’s products.

3. Organize colleagues who share a common interest. 

This may be a mutual interest in a new product or project. It may be a group interested in a specific subject matter such as strategic planning. It could be a group dedicated to increasing diversity within the organization. Many organizations have groups of women leaders who meet to further the role of women in the organization.

4. Take time to plan and review your day.

Some leaders set aside the first 15 minutes in the morning to note the tasks to be accomplished in that day. Others do that as they commute to work. Then they finish the day by reflecting on what went particularly well and where they could see ways to improve their performance. Others use the commute home to reflect on what went well and how conversations or meetings could have gone better.

5. Create new feedback mechanisms for yourself. 

We know there is great power and value in leaders seeking feedback from those they work with. It strengthens the organization and it makes their leadership better. It may be as simple as Ed Koch, the former mayor of New York, asking “How and I doing?” or team building sessions that allow a group to reflect on how well it functions. New feedback mechanisms may also involve getting information from groups you typically don’t get feedback from, such as staff groups or people in other divisions of your company.

6. Restructure your job. 

 As a manager you have the choice of doing certain things yourself or delegating to others. You can put more emphasis on one activity and less on another. You can elect to take on a task because you want to learn and understand it better as a part of your development.

70/20/10
Combining development and work makes even more sense if you believe the long accepted maxim that there is a 70/20/10 formula that applies to leadership development. (That formula suggests that 70% of what you learn about leadership comes from on-the-job experiences. Coaching from your boss and others gives you the next 20% and the final 10% comes from formal class-room development.) While those exact numbers can be debated, most would say it is directionally correct. Why, then, do organizations spend virtually no time trying to gain a higher return from the 70%, a minimal effort on the 20%, and focus most of their resources on the 10%? Willie Sutton, the bank robber, explained that he robbed banks “because that’s where the money is.” Willie’s statement is humorous, but he makes a valuable point. Applying that primitive logic, it becomes more obvious that you receive a much greater benefit from the time, energy and effort you spend building development into your job than on the time you spend on anything else. For example, job related feedback from a 360 degree instrument is a powerful tool to help combine development with work. Like Willie, you should focus your effort directly on the largest payoff at hand.

http://www.forbes.com/sites/jackzenger/2013/07/16/throw-your-old-plan-away-6-new-ways-to-build-leadership-development-into-your-job/