Second, START looking at yourself as a business who needs to figure out:

·  What you are passionate about

·  What you really want to do from last week’s list

·  Where do you want to work

·  What that company is looking for in skills, cultural fit, character, etc.

·  What are the issues or gaps that you need to address before going to the company

·  What competitive value you can offer to a prospective hiring manager

·  How to brand yourself

·  How to communicate your message

·  How to network into influencers, trusted advisors, and decision makers who will see why they would “want” to hire you versus the masses waiting outside sending in their resumes.

If you cannot follow these simple points, why should they hire you?

Most of your competition is looking on job boards and sending out resumes. You can do better than that.

What sort of new skills and/or education should mid-life, middle management job-seekers consider to do to improve their prospects.

First, figure out what you want to do and where you want to do it.

Second, find out from that company or industry what skills and education you need to technically qualify for the job. You may not even need more training in your field.

Third, recognize that technical fit is the ticket to getting into first level cull list. 50% of the hiring decision assumes you are qualified, and shifts to your appearance, likeability, cultural fit, affinity interests, passion, trustworthiness, and a host of emotional feelings. A buyer (hiring manager) buys based upon gut feel (emotion), confirmed by facts (technical fit), and by politics (internal consensus). In most cases, a person who learns how to sell and market themselves can get a tentative job decision – and perhaps even get to write the job description before being sent down to HR to start the legal review and interview political process.

Think of this path as learning a new sport. You can watch football and think you know the rules. You can get up and learn the sport by playing it. You can get better through coaching and the bumps and bruises of experience. Who do you think will get to play on game day?

How long will the doldrums for this segment persist? Will more middle management positions for the 35’s and 45’s open up again in the near future?

No one knows how long this cycle will last. Some believe we are in an up cycle. Others believe we are about to experience a double dip. In my opinion, reactively doing what everyone else is doing may eventually result in a job. However, proactively learning the skills and process of how insiders and businesses get jobs can only help them get a job sooner. If they continue developing those skills, they will learn a new process that will last for a lifetime of job transitions and career growth regardless of the economy.

Increasing competition for jobs

·  Former executives and middle management who previously retired took a financial hit during the 2009 financial downturn. Now, they are either needing income to pay bills or they are concerned about not having enough money to live on when they can no longer work. Many are trying to re-enter the workforce.

·  Traditionally, there was an outflow of managers retiring whose departure opened the door for remaining managers to survive or for slots to become available. Cash needs, fear, and uncertainty have caused many managers to defer retirement.

·   The U.S. has encouraged immigration, especially of highly educated and trained foreign nationals. While a positive move in strong economic growth cycles, these high quality immigrants have increased the competition for U.S. jobs.

Perception of being more expensive

·  Older managers usually have higher salaries than younger managers

·  Older managers frequently have higher health risks and costs

·  Older managers may still expect to be on a pension or bonus plan that is no longer affordable

Perception of being out of date or too old

·  Many managers are professionally or technically out of date. One example is someone I know who still prefers pencils and paper for logistics rather than today’s integrated technology solutions.

·  Older people are perceived as not wanting to change or innovate – which runs counter to today’s business hyper-change environment.

·  Managers often feel their value is to manage people, but not necessarily produce results or add value. That was yesterday’s model.

Some might ask,  “Is it a case of being over-qualified for entry level-jobs but not sufficiently qualified/experienced for upper management, or is their situation more complex and nuanced than that?”

Being told that you are “over-qualified” is merely a polite phrase to avoid the deeper concern that, when the economy recovers, you will leave for another managerial position with another company. In most cases, you may actually be “under-qualified” to do today’s entry level jobs. Many managers are out of date technically or educationally to perform entry level work.  They may also have emotional challenges when demoted. Why hire a former manager when you can hire a lower cost, passionate, high energy, technically current, and recently educated young person?

For upper management positions the issue is often a lack of experience and proven results. The average tenure of today’s C-Level position executive is from 18 to 24 months. It would be hard to convince a similar size company that a former manager would be the best candidate for senior executive positions when many experienced senior executives are also looking for work.

What can these people do to improve their chances of finding a job? Is it a case of lowering their sights or aiming high for upper-management?

First, they need to face reality that the world has changed. It has become highly competitive with fewer available jobs. That means they need to learn how to compete in the same way that businesses compete for jobs. The unemployed is a product or service trying to market and sell oneself into a job. How are you competing with other products and services looking for placement?

Just implementing a few of these principles can help someone compete at much higher levels.

The first step is to review the many options that you actually have:

·  Try to get their old job back or a similar position in a similar company

·  Try to move into senior management in a smaller company. For example, a controller in a larger company may fit as a CFO in a smaller company.

·  Become a consultant

·  Become a fractional manager who works a day or more at each of several client companies who cannot afford a full-time employee

·  Become a contract worker. Companies will often look to contact solution companies, such as Tatum, to fill interim positions or to handle a specific project

·  Start your own business

·  Partner with others to start a business

·  Buy a franchise

·  Change careers

·  Work for non-profits…

In my opinion, any of these are better than targeting entry level or lower level positions.

With increased technology and industry consolidation, companies have centralized and consolidated operations. Two examples are the use of shared service centers and data center consolidations. Middle management becomes truly redundant and is usually eliminated.

Process Improvements have increased productivity resulting in fewer employees which means you need fewer managers.

Consultants have driven major cost cutting and competitive advantage initiatives, including de-layering, right sizing, outsourcing (discrete jobs), and offshoring (entire operations or manufacturing). Often de-layering and right sizing merely means having to do more with less, resulting in fewer people having to work longer and harder. With outsourcing and offshoring, many jobs are being filled from outside the United States.

There is more competition from true globalization and virtual employment, whether overseas, contract labor, or home based virtual employees who are willing to work for fewer benefits and a lower wage. This trend is likely to increase. Examples include fractional CFOs, part-time consultants, technology managers responsible for internet sites or the internet cloud, project management, and virtual call centers.

There is deferred demand for rehiring middle management. It was easy to let high salary managers who oversaw the producers go out the door. As the economy recovers, many of those positions may open up. However, companies are finding that they can get along with fewer people and they are reluctant to hire even when the need is critical. Why? Because they are afraid of not being able to forecast the risk of potential higher taxes, higher healthcare costs, increasing regulations, tighter credit markets, global instability, lower consumer demand, greater government debt, inflation, and the impact on their marketplace.

Unless there is substantial economic growth, the opportunities for middle age and middle management will remain tight for the next few years.

Hopelessness Versus See
MP3 NOT For
Redistribution

What Are Other Career Change Opportunities?
MP3 NOT For
Redistribution

Doing Your Homework
MP3 NOT For
Redistribution

Are You Interested In A Career Change?
MP3 NOT For
Redistribution

Are You Willing To Move To Get A Job?
MP3 NOT For
Redistribution

What Will You Do For The Hiring Manager?
MP3 NOT For
Distribution

Let’s review the housing market, which is a downward valuation and hard to sell marketplace. Does that sound like jobs today?

When your house value is declining, you want to move fast before the value goes down further. When you are out of work, you feel pressure to get a job before your savings runs out or your value in the marketplace goes down further. That is why so many immediately put out their For Sale Sign (resume) and are willing to take a lower price. They are either scared, just don’t know better, or are not willing to do what any insider would do regardless of the economy.

So, what are the right steps to take?

1. Learn the Roadmap that successful people always use.
2. Identify what you really want to do, what you are passionate about, and where in this economy those jobs exist – by company name.
3. Find out what the hiring managers in those companies need and want.
4. Identify any red lights (gaps that may cause them to reject you) and proactively develop yourself as a product to meet and exceed what the hiring managers want.
5. Develop yourself and your message to show off your value in easy to remember simple language that others can understand.
6. Learn to network with those who know others who can help you.
7. Get referred into influencers, trusted advisors, and decision makers to have the opportunity to demonstrate your value, message, and passion to be the perfect job candidate.

Will that guarantee you a job? Of course not! There are too many other factors, such as a company hiring from within, that you cannot control. But this process will give you the greatest chance for success in the shortest time for the highest salary. Done right, this process will help you win over other candidates who may be more qualified but did not follow the Roadmap. Skip a step and you may wind up at square one.

Will you still need a resume, need to network, and need to put in the time to make this work? Of course! The difference is when and how you take each step on the path to success.

Why does this process work best?

Simple. You are selling yourself into a buyers market with declining values and a sea of competition. If you don’t distinguish yourself, you may not even be seen. If you are seen, your true value may not be recognized. Whose fault will that be? You. You are the one trying to be hired; not them.

Second, the Roadmap is the process that businesses use to develop their products, market their products, and sell their products. The only difference is that, in this case, you are the product.

That is why these are the steps we teach to everyone looking for a job.