Hunting the Executive Head Hunter

Written by David Leonhardt

Huntingrepparttar Executive Head Hunter 5 tips to win over an executive head hunter or management recruiter By David Leonhardt

Many job seekers find themselves overwhelmed with dread atrepparttar 137864 prospect of hunting down a new career position on their own. That's why many people hope to hang their hats onrepparttar 137865 experience and connections ofexecutive head hunters to do their hunting for them in their ongoing (never-ending?) quest forrepparttar 137866 ultimate trophy career.

In order to convince a reliable executive head hunter, a job seeker has to plan his attack. A well connected executive recruiter will not take on just any person in a suit. You have to build a solid foundation well in advance of making contact.

Just as you need hunting gear and supplies, to track down a deer or a moose, so, too, you need to be prepared to track down an executive recruiter. Here are five tips to successfully capturerepparttar 137867 prize –repparttar 137868 services of an executive recruiter.

Do Your Homework

The savvy job-seeker must be well armed with knowledge – not just about his or her interests and skills, but also inrepparttar 137869 head hunter's interests and specialties. Yes, it helps to approach a head hunter who understands your field and has built up connections, because there is very little need for chemical engineers at an accounting firm (although chemical makers have been forced to allow accountants into their sanctums, but that's another story).

Atrepparttar 137870 same time,repparttar 137871 executive management recruiter has no interest in your skills, even if you have won dozens of awards forrepparttar 137872 French pastries you have created.

Of course, it helps to familiarize yourself withrepparttar 137873 job market. That isrepparttar 137874 executive recruiter's job, but it is also yours.

You will also get a lot further if you have assessed your own skills, not just your desired employment. If you clearly are not qualified for what you seek, you won't sell yourself torepparttar 137875 head hunter. And if you can't sell yourself torepparttar 137876 head hunter, he or she won't bother trying to sell you to anyone else.

Identify Reputable Executive Recruiters and Head Hunters

Corporate Coaching - Why Coach? C(5)+ED

Written by CMOE Development Team

Is it possible to make a strong “business case for corporate coaching?” Why is coaching vital to organizations? Why should leaders invest time developing their coaching skills? These are tough, important questions that organizations should consider before implementing coaching.

The need for corporate coaching certainly depends onrepparttar situation. In some cases, it could be argued that time spent learning and doing coaching provides only small returns. If you have an operation with few people doing routine or rather insignificant tasks, it probably won’t matter if managers can coach, develop, and lead people. But, in an entirely different environment,repparttar 137849 quality of corporate coaching and feedback could matter a great deal.

- For Example,repparttar 137850 New York Times reported on an investigational survey of medical interns and residents. The results ofrepparttar 137851 survey stated that nearly half ofrepparttar 137852 interns failed to report mistakes and discuss situations with supervising physicians.

How can people effectively learn and develop when key people are unwilling to approach leaders, and leaders are too busy “putting out fires” instead of teaching and coaching in response to performance issues. When seeking medical care, most of us would prefer a health care professional who has not only received technical schooling, but has also benefited from a trusted coach and mentor who has shared honest feedback and wisdom that only comes from experience.

How do you know if you are inrepparttar 137853 type of business or organization where corporate coaching is value added? Consider applyingrepparttar 137854 following formula: C(5)+ED. Although it sounds scientific,repparttar 137855 formula is actually an easy way to diagnosis whether or not you should invest time and money in perfecting coaching skills and applying them inrepparttar 137856 workplace.

The following survey identifiesrepparttar 137857 components ofrepparttar 137858 C(5)+ED formula. C(5)+ED isrepparttar 137859 ultimate test in determining how much time, money, and energy to invest in corporate coaching and development.


Does your business deal with strong competition?YesNo

Do you have to fight for market share and profitability?YesNo

If you are lucky enough to have a virtual monopoly overrepparttar 137860 competition, then you probably won’t feelrepparttar 137861 pressure to excel or requirerepparttar 137862 very best thinking and craftsmanship for sales, production, or technical/professional people. But, if you answered “yes” to either question, you need leaders who are capable of influencingrepparttar 137863 behavior of others.


Does your organization/culture require innovation, independent action, and voluntary motivation?YesNo

If you are able to “enforce” compliance, and you really don’t need people to think creatively, then you are offrepparttar 137864 hook. But, if you answered “yes” to this question, you need leaders who know how to communicate, inspire, and bring outrepparttar 137865 desire in team members to “give it their all.”


Is your business dynamic, complex, and fast-paced?YesNo

If you answered “yes,” you need people who can adapt to changes in technology,repparttar 137866 marketplace, or new programs and products. You need leaders who can guide, encourage, and help people overcome resistance to change.


Does your business culture stressrepparttar 137867 importance of values, principles, teamwork, ethical behavior, etc.?YesNo

If you answered “yes,” then you need leaders to promote, coach, and hold team members accountable for their behavior. You need leaders who set an example, and gainrepparttar 137868 respect of others. You need leaders who will speak up and stand up forrepparttar 137869 ideals thatrepparttar 137870 organization promotes.

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