I am updating my personal profile and CV, and part of this is my list of Specialities. Naturally I want to create the best possible impression, but perhaps I should actually consider compromising some of my principles.
Because I see my list of specialities as about “doing things”, I think that Verbs make the point most clearly, and I always prefer to use plain language when I can
– implementing systems
– defining requirements
However most people seem to write resumes and job specifications using nouns
– systems implementation
– requirement definition
These are not plain language, nor do they have the feeling of action – they are static and staid. Also they are slighty longer and and actually more difficult to get your mouth around if your read them out loud. I just feel that the verb versions are simpler and better.
However, the modern dynamics of curriculum vitae, resumes and profiles is driven by a new imperative, “findability”. It is becoming increasingly rare for a resourcing manager or recruitment consultant to discuss key roles with their contacts or thumb through their rolodex or file of quality personnel. Nowadays it is far more likely that they will search through a series of online resources looking for good keyword matches.
In other words, your online career profile must have good SEO.
You may be able to rely on some of the recruiters’ search portals having sensible thesauruses, but at the end of the day you are more likely to score hits if you include the same precise terms in your profile as the ones that recruiters are looking for.
Towards the end of last year I considered starting a business. Following some valuable conversations with other entrepreneurs I made the choice to stick at being a company of one, for the time being. The simple reason is that, for now, I choose to place my parental responsibilities higher than any other responsibilities to employees to a larger customer base or to official authorities.
I’m sure you can understand how I could get far more pleasure from teaching my four young children new games, activities and skills, rather than sweating day and night laser-focused on building a successful business. The fact is that right now they’re all at an age where they enjoy and crave my attention, and there’ll be plenty of time for me to think about commercial growth once they’ve all turned into teenagers and turned their backs on uncool old dad.
So I plan to focus on client projects as a skilled individual resource, making a singular commitment as a professional rather than spreading myself as business owner over a wider range of responsibilities. However that does not mean to say that I don’t desire to learn and develop my company of one. In fact there are plenty of areas in direction,marketing and in operations where it is important for me to improve and grow.
That is why I am choosing to be a Onetrepreneur, an enterprising business focused around a single person.
What is it about Novembers? It was just two short years ago, in November 2006, that I decide I needed a change of pace, started learning about networking, blogging, personal branding and myriad other ways to find my feet in the world (yes even 40 years on) and carve a niche for myself (or gouge my existing one deeper).
Having successfully made that transformation and enjoying its fruits, I am now teetering, slightly fearfully, on the edge of another potential major transformation and considering whether I really want to start up a business. OK, so I’m not talking about giving up a day job in one market and going out chasing a dream in something completely new, I’m merely talking about a step change from being a consultant to owning a consultancy, and starting it in the market I already know and love.
What concerns me is the idea of sacrificing the nice steady (as steady as contractors can ever be) pace of income in order to chase after something based on some feelings and desires about what should be possible. The upside is an ever expanding experience where I am the person who defines my own limits in life, and where I am constantly driven to new experiences and marvelous discoveries. The downside is a father who no longer has time for his young children, his wife or himself, and who has used all his savings, shortcuts, belt-tighening and favours and is still clinging on to the dream because he’s “almost broken through” …
Interestingly enough fellow LinkedIn Blogger Scott Allen, a familiar name on this blog, has collected a great list of starting points for me to work out whether or not I’m really made of “the right stuff”, in his section Becoming an Entrepreneur.
I think there’s plenty of material in there that’ll help me decide whether I’m right for it, so now I guess the simple way for me to work out if its right for me (before taking the final plunge) is to speak to a few people who’ve done the “start up” thing themselves, and find out how they found the experience.
Any opinions? …
One of the issues I’ve always struggled with in the past is the fact that I am my own product, as a consultant I only have a certain number of hours in any given day that I can spend with clients and bill to them. Although there is often room to negotiate rates up, depending on the circumstances you move yourself into, this still a major limiting factor on ones income.
Well, if you are well-versed in how to identify, develop and project your own Personal brand, then the next logical step would be to grow this into a fledgling Corporate brand. All you need to do is to find a way to remove yourself from the critical path, or if you have already learnt to think big, remove your foot from the hosepipe. Whether you encourage trusted ex-colleagues to take on parts of your role, put yourself out of a job by developing a tool that does some of the wonderful things clients want without you needing to be there, sell some of your experience in the form of courses or books, the choice is yours. At the end of the day, you can find ways to accept more clients who will value the extra special something that is behind your USP.
It all comes down the the notion that we are the people who set our own limitations – if you can just encourage yourself to think that little bit bigger, then the sky becomes your limit!
So I didn’t leave it until the last minute when I needed help, I grew and tended my network whilst the sun shone.
And I knew that one day the time would come when I needed to get something back from my network . . .
Now that day is here, how do I go about it?
In a great article, well worth keeping for that rainy day, Kent Blumberg explains some excellent tips on How to ask for help from your network, including:
- improving the chances that someone in your network will give you precisely the information you need
- ensuring that your request is received happily and painlessly by members of your network, so they become even more receptive to your requests for help in the future.
Executives Online have carried out a recent survey of the UK interim sector. They have included their findings in their New Interim Report, which draws together “Research and Analysis on the UK Market for Interim Management and Other Fast-Track Executive Resourcing”. It supplies an interesting range of facts, figures and evaluations that may be relevant to clients, but which are most definitely very pertinent to people who are looking to place themselves into interim roles.
Benefits of interims
For me, one of the most valuable findings concerned the reasons why clients chose to hire Interim Managers. Executives Online found that over two thirds of clients cited one of the following amongst the most important qualities of interim managers:
- Skills/experience for job
- Strategic but also implement (sic)
- Results focused
- Quickly get people on side
The report suggests that clients like to reduce risk by employing someone who’s “done it before” – obviously no great surprise there. However, once you understand the other key qualities clients appreciate, then it makes it easier to emphasise to them that you are capable of delivering.
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