Sell Your Transferable Skills & and You Will Dramatically Expand Your Marketability Pt. 6

The importance of having a communication strategy

To appreciate a communication strategy, consider the platform of a presidential candidate. It anticipates questions on issues and formulates statements to guide the candidate’s answers. Now, when any of us recruit, we have a concept in mind. In the final analysis, we hire others for the skills and abilities that certain key descriptive phrases imply.

To expand your marketability, develop stories that incorporate those phrases to create maximum interest. Without stories, most people will forget what you say in a matter of minutes. We all remember good stories. To ensure your points are memorable, we suggest a method for creating interesting stories. SOAR is an acronym that stands for Situation, Opportunities, Actions and Results. It offers a process for describing your past experience.

(Originally posted on Robert  Gerberg‘s site)

For additional information, check out Robert J. Gerberg Jr.’s LinkedIN, follow on Twitter, friend on Facebook, watch our videos or read additional blogs.

Sell Your Transferable Skills & and You Will Dramatically Expand Your Marketability Pt. 5

Your leadership qualities are marketable

If there is one quality you want to communicate, it is leadership ability. Experts say that leaders possess and communicate real convictions—strong feelings and principles that have grown with them over time.

Leadership is also attributed to those who create an image of operating at the leading edge… into new products, new services and new solutions. We expect our leaders to have the vision and talent to develop new things.

Another skill common to most leaders is their ability to assemble teams and motivate them to peak achievement. Often creative, intuitive and passionate, they project integrity and trust. If you have these traits, they should be marketed. Image, attitude and presence also play a role.

 

Sell Your Transferable Skills & and You Will Dramatically Expand Your Marketability Pt. 4

Your transferable skills are marketable

Identifying transferable skills is critical (e.g., organizing, group presentation skills, problem solving and so on). Employers place a premium on men and women who can move from challenge to challenge, handling assignments that draw upon skills.

Naturally, your experience can also be reviewed according to various “functions” that apply to most businesses, such as sales, production, accounting and human resources. All areas in which you have knowledge must be identified. At the same time, you need to think of your experience in terms of “action words” that describe what you did, and then translate those activities into achievements, e.g., controlled, wrote, reshaped, etc.

(Originally posted on Bob J. Gerberg‘s site)

Sell Your Transferable Skills & and You Will Dramatically Expand Your Marketability Pt. 3

Your knowledge and personality are marketable

Do you have knowledge of a job, a product, a process or a market… from work, hobbies, alumni relationships, research or suppliers? If so, it may be marketable.

Personality, of course, is just a word for that combination of traits that either attracts us to someone or leaves us unimpressed. More employment decisions are based on personality and chemistry than any other factor. For example: “He’s certainly professional and quick-thinking. I like him, and better yet, I trust him. He’ll fit in with our team. I need to get him into the firm.” The perception of your personality has to do with your interest and enthusiasm. How many people get hired because they showed real interest? A lot.

(Originally posted on Bob J. Gerberg‘s site)

Sell Your Transferable Skills & and You Will Dramatically Expand Your Marketability Pt. 2

Each year, about 20% of the clients who come to us have settled for less, simply because they are not able to communicate their real skills. For example, one client was earning a $65,000 base after almost 20 years. Three years later, she is earning $180,000. Another executive came to us at $125,000. Three years later, he is a CEO at many times that amount. The key in both situations was to market their true assets.

It has been said time and again by psychologists, spiritual leaders and coaches that the most restrictive limits you face are those you put on yourself. So, don’t put any limits on your thinking, and look at some factors that you may have overlooked… which will expand your marketability.

(Originally posted on Bob J. Gerberg‘s site)

Sell Your Transferable Skills & and You Will Dramatically Expand Your Marketability Pt. 1

You’ll need to do more than just present your background. Don’t trap yourself by thinking, This is simply who I am, where I’ve been and what I’ve done. People fail because they never surface and communicate all that is marketable about themselves & and they never build their appeal beyond factual credentials.

Your starting point is to organize your lifetime of experiences and achievements. Whether you are a young attorney or a company president, there is probably much more to your story than meets the eye.

Experience has proven that many people never identify 50% of their own assets, simply because they’re so close to their own situation. We’ve learned that most people need to identify 10 to 20 skills that, if properly communicated, can make a major difference in their career opportunities.

(Originally posted on Bob J. Gerberg‘s site)

Uncovering Your Industry Options Pt. 5

Identifying new industry options

As you begin to consider industry options, you’ll also need to decide whether you should take a narrow view. This is essential if there are a lot of growth companies in the industries to which you relate best.

However, if you are part of an industry that is suffering a decline, then you will want to adopt a broad view of your options. The more you understand the dynamics of a market, the more you can spot potential opportunities.

Historically, executives tend to overrate the barriers and to underrate their own abilities to make contributions in new areas. It is, of course, up to you to take the initiative to learn something about new companies, new industries, and the problems and opportunities they face.

As you review potential industries of interest, remember that while glamorous high tech and service businesses receive 90% of the publicity today, many executives will find far more opportunities in industries that are considered low tech or non-glamorous by today’s standards.

(Originally posted on Bob J. Gerberg‘s site)

Uncovering Your Industry Options Pt. 4

Identifying new industry options

If you have no knowledge of an industry but have an interest in exploring situations, extra steps are recommended. As mentioned, the easiest way to acquire knowledge of a new industry, and gain credibility for it, is to read trade publications. They will bring you up to date on personnel changes, new products, information on companies, and challenges as seen by industry leaders.

Another way to acquire knowledge is to talk with executives already in the field. In some cases you can go further by getting more formal input, attending trade shows and the like. The most radical approach is to take a lower level job in an industry in order to acquire knowledge.

During the last decade we’ve witnessed declines in many industries. However, don’t overlook opportunities in troubled industries. Executives who have worked for firms under pressure often find they can be valuable to distributors or consulting firms. Those who learned tough lessons in competitive battles can function as veterans in any industry.

(Originally posted on Bob J. Gerberg‘s site)

Uncovering Your Industry Options Pt. 3

Identifying new industry options

The more you appear to know about an industry, the easier it is to generate interviews. Virtually all employers look for “common ground” when hiring a new person. For example, do you have experience in or knowledge of similar product lines, distribution channels, manufacturing methods or problems in their industry? There can be other similarities. Consider the scope of operations, the role of advertising and promotion, the importance of the sales organization, the influence of labor, and other items.

Naturally, the harder it is to demonstrate knowledge of an industry, the less likely an executive is to make a move into it. That rule applies to all major disciplines: sales, marketing, finance, manufacturing and operations. It is less important in staff disciplines. Here are some examples of commonplace changes:

- A marketing executive with a tobacco company joined a cosmetics firm. Why? Their methods of marketing are similar.

- The EVP of a circuit board company was recruited to become president of a firm that makes power packs. Why? These industries have similarities in manufacturing and sales, even though the products are so different.

- An executive of an aerospace company was recruited to become chairman of a small company that sells high tech services to defense contractors. Why? The key was the new chairman’s contacts and knowledge of the marketplace.

- The controller of a component manufacturer was brought in as president of a company that produces plastic packaging. Why? The similarities have to do with cost control as the #1 challenge.

(Originally posted on Robert J. Gerberg‘s site)

Uncovering Your Industry Options Pt. 2

Identifying new industry options

The first way to do this is to read and increase your awareness of the fastest growing industries and companies. These firms have to go outside their industry to find the best talent and skills.

The second way is to list characteristics of your industries… and find similar industries. We use software to compare your industry’s characteristics with 2,500 others… e.g., 35 industries may be an 85% match.

Keep in mind that projecting some form of an “industry hook” is the next best thing to having industry experience. Group your possibilities three ways: (1) close industry hooks, easy possibilities; (2) medium industry hooks, next best; (3) far reach or stretch industry hooks.

When changing industries, you also don’t want to overlook your leverage power… the added benefits you may bring by virtue of your contacts or knowledge. You may be able to bring a team with you that helped in similar situations.

Despite our recent economic slowdown, new companies have sprung up throughout America. Established organizations are reexamining the way they do business. Medium-sized companies are expanding. New industries exist that are employing tens of thousands.

(Originally posted on Robert J. Gerberg‘s site)