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Onboard or Onward: Ensuring the Success of Your New Executive Hire

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“About 40% of executives who change jobs or get promoted fail in the first 18 months.”

Fortune Magazine

Where does it all go wrong? Too often, the onboarding process is where things fall apart. I am not talking about “orientation”, which often is done day one and generally involves the basics of assigning a building pass, conducting a benefits overviews, meeting the team and reading a few policies. Onboarding is a longer process, and if done well (typically in partnership with Human Resources and managed by the new executive’s manager, or the Board Chair if they report to the Board of Directors) can almost guarantee fit. It is holistic and gradual. It is also very deliberate, and will require constant check-ins and open communication.  Here are five key activities that will help to ensure that your new executive will be successful in their new role:

Start to Onboard Before They are Actually ON BOARD!

The time between an offer being accepted and the executive starting is sensitive. They may be dealing with a counteroffer, having to say goodbye to much-loved colleagues, and are nervous about this new venture. Keep in touch. Reiterate your excitement to have them joining the team, and have a few people in the organization reach out. If there are organizational overviews, annual reports, strategic plans or other things that that they can read up on ahead of time, get those to them during this time so that they start to feel like part of the team.

Send an announcement out to the staff and the board a few days before their start date explaining their background and the job they are filling. This will help make them seem more familiar to the team when they come through the door, and as an added benefit they will not have to review their resume and background with absolutely everyone in their first week or so.

Relationship Before Task 

Ideally, new executives will meet with their team and people across the organization. One-on-one meetings are great, but remind those who will be meeting with the executive to get to know them before delving into the inner workings of their role or the issues they face. Building rapport with new colleagues and direct reports is critical in the early days.

Learn By Doing 

Too often, in an effort to get all the information to a new hire as soon as possible, they are introduced to processes way too soon. Guess what? They will not remember how to do an expense report or change their password or complete a sales report 30 to 60 days in when they actually need to do it if they are taught how to do it their first week. Have the right people meet with them at the start to review the process at a high level, and then have them set up a time to do it later when they can sit down with real data and learn from it real-time.

The Buddy System 

What we learned in grade school still applies: the buddy system works when the new kid starts. This should not be the executive’s manager, but a peer or high-performing direct report who has longevity and the personality to be an effective buddy. The buddy can manage the nicety of taking them to lunch on day one and being available to explain the intricacies of culture, relationship dynamics, and certain pitfalls to avoid, which are things that the executive may not be comfortable asking of higher-ups.

Check In Early & Often

I too often hear that executives join, get a ton of attention the first day or two, and then are largely left on their own. It does not feel welcoming, and it runs the risk of them going in a direction that is difficult to course-correct later on. Meet with them daily, even for 10-15 minutes, in the first few weeks. Move on to twice weekly, weekly….you get the point. Let them know where they are doing a great job. Let them know where they need to take a different approach. But LET THEM KNOW. Being clear on what is a success will lead to more success.

While by no means a complete onboarding process, following the steps above will help to ensure that your new executive hire is one of the 60% who will be a success in the first 18 months.

Cindy Joyce is an Executive Recruiter and the Founder of Pillar Search, an Executive Search and HR Consulting firm located in Boston that works with clients nationwide. She can be reached here.

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Executive Search Success! Announcing the New President of Yestermorrow Design/Build School

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Pillar's Search Success

Pillar Search is proud to have successfully partnered with Yestermorrow Design/Build School on the search for their new President.

Yestermorrow Design/Build School welcomes Mike Crowley as its new President. Yestermorrow Design/Build School is a 501(c)3 non-profit educational organization located in the Mad River Valley of Vermont offering workshops, certificate programs and semester programs for adult students from around the country. Yestermorrow’s mission is to inspire people to create a better, more sustainable world by providing hands-on education that integrates design and craft as a creative, interactive process.  The intensive and experiential curriculum includes a wide variety of topics related to sustainable design, green building, architectural craft, and furniture making.

As President, Mike will be responsible for the fiscal, programmatic and functional health of the Yestermorrow, in addition to serving as the primary advocate for its mission and steward of its reputation.  As a school known for innovation, Mike will foster a culture of thinking outside the box and creative experimentation to help Yestermorrow continue to be a place of cutting-edge design education.

Mike joins Yestermorrow from the Institute for Sustainable Communities, where he held the role of Program Director, Resilient Regions Initiative. Prior roles included Climate and Sustainability Manager with Environmental Health & Engineering and Assistant Director of Harvard University’s Office for Sustainability. In addition, Mike was a professor of Planning for Carbon Neutrality at Harvard University Extension School. Mike holds a graduate degree in Environmental Science from Schumacher College/University of Plymouthand an undergraduate degree in Environmental Studies from University of Vermont.

With personalized service and proven results, Pillar is your partner in executive search and human resources consulting. With over 20 years of experience, Pillar provides national retained search services for exceptional non-profits and foundations and early-stage or rapid growth for-profit firms. All share the characteristic of desiring top talent who want an occupassion, not just an occupation.     In addition, Pillar offers human resources consulting services, which was born of clients requesting help on projects beyond executive search, and includes human resources audits, creating a handbook, assessing organizational design, training, team building, and employee communications.    A woman-owned business, Pillar is based in Boston, MA, and works on retained searches both a local and national level. To learn more about how Pillar can assist with your search needs, email cindy@pillarsearch.com.

 

 

 

 

 

 

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Lights…Cameras…Your LinkedIn Profile Picture!

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In the acting world, headshots are a must for actors and actresses, whether they are just starting out or have reached “celebrity” status.  Headshots are their calling cards.

Treat your LinkedIn profile picture as if you were in Los Angeles or New York chasing a big acting job and as if that picture were your calling card. It is often the first impression that you will make on potential clients, employers, and vendors.  Make sure that the impression you leave is a positive one.  Plus, you may not be actively looking for a new job, but you never know when a hiring manager or executive recruiter will be looking around on LinkedIn and come across your profile.

I recently updated my own profile picture, and in the process did my research asked some friends who are photographers and in the image business to give their suggestions for a great headshot.  Here are some tips for a winning profile picture:

  • Hire a professional, or ask a friend who takes good pictures to help out
  • Thou shalt not take a selfie.  Deb Liljegren, NYC-based photographer, tells me that your outstretched arms may not be visible, but you are not fooling anyone.  Selfie sticks do not help, either. There is a clear difference between a DIY picture and one taken by someone else
  • Susan Tran, a photographer in Boston who did my recent photo, suggests that people smile big but not TOO big.  According to her, too big a smile can look forced.  Think of someone who makes you happy so that you capture your most natural smile
  • Boston photographer Stephanie Olsen says to BREATHE! Stephanie points out that everyone holds their breath when being photographed. This makes their shoulders rise up a bit and does not let their true smile come through. Stephanie guides people by telling them to exhale a smile. This also make them a laugh a bit and the smiles that follow are the most natural.
  • Wear professional attire suitable to your industry.  Dark colors work well so long as you do not have a dark background, in which case you would want lighter attire.  Contrast will make the picture “pop”.  Avoid prints, which can be too busy and could blend into the background
  • According to Brad Duncan, Boston’s top skincare guru, you should exfoliate your face a few days prior to the photo and drink tons of water in the days leading up to the photo being taken.  This will help skin look smoother and more even in the photo
  • If you wear makeup, go for a lighter hand for a soft effect.  Pretend you are going for that soft, fuzzy, super-forgiving Barbara Walters interview lighting
  • Speaking of lighting, Deb Liljegren also suggests shooting outside or near a window with filtered lighting

 

Remember, LinkedIn is a professional networking site and your photo should reflect that and portray your best you.

 

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New Search Announcement! WildAid’s Managing Director of U.S. Operations

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Pillar's New Search

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Pillar Search is pleased to have been selected to partner with WildAid on their search for the new role of Managing Director, U.S. Operations.

 

ABOUT WILDAID

Founded in 1999, WildAid is an international organization based in San Francisco, CA. WildAid’s mission is to end the illegal wildlife trade in our lifetimes. WildAid envisions a world where people no longer buy wildlife products such as shark fin, elephant ivory and rhino horn.

While most wildlife conservation groups focus on protecting animals from poaching, WildAid works to reduce global consumption of wildlife products by persuading consumers and strengthening enforcement.

With an unrivaled portfolio of celebrity ambassadors and global network of media partners, WildAid leverages nearly $200 million in annual pro-bono media support. Their message reaches up to 1 billion people every week.

WildAid’s strategy for achieving this goal is to reduce demand for these products using their slogan When the Buying Stops, the Killing Can Too.

THE OPPORTUNITY

Reporting to the Chief Executive Officer (CEO) and the Managing Director – Programs (MDP) in his absence, the Managing Director – US Operations (MDUS) will primarily be a manager, overseeing all US staff. The MDUS will assess and ensure organizational performance in areas both internal and external: non-programmatic fundraising, finance/accounting, human resources, information technology and organizational communication, against the annual budget, work plan, and strategic plan.

The MDUS will be responsible for recruiting and hiring all US staff and managing their well being. S/he will bring her/his experience and talent to bear on improving the global organization infrastructure to accommodate continued growth and geographic expansion. S/he will plan and lead the organizations non-programmatic fundraising and non-programmatic organizational communications strategy and should have extensive experience in both areas. Currently funding is mainly foundation and high net worth individual driven. The organization raises approximately $10 million annually.

The MDUS serves as counsel on short- and long-term fundraising, financial, staffing, and administrative decisions. S/he will set goals, monitor work, and evaluate results to meet departmental and cross organizational objectives. The role also includes oversight of WildAid’s headquarter operations and international administration and fundraising, as well as maintaining close professional relationships with staff in all locations to facilitate innovative and effective policies and procedures. They will negotiate and manage external vendor relationships such as legal counsel, insurance, technology providers, and facilities.

The MDUS will have the depth of financial experience to ensure compliance with audits, as well as regulatory and government requirements. This individual will collaborate with the Controller to oversee investment and asset management, the annual budgeting process, and ensure that multi-year financial modeling is consistent with strategic plans.

Finally, the MDUS will oversee HR strategies for recruiting, retaining, and training WildAid’s global workforce. The strategies will ensure the alignment of HR systems, compensation and benefits, and implementing a performance management system with the goals of the organization. S/he will also play a key role as champion of WildAid’s values-based positive culture.

 

KEY PRIORITIES 

The MDUS will examine the current operational systems in place, apply global best practices and strategize with the CEO to improve efficiency and implement solutions to support the organization as it continues to scale. They will build a cohesive team that includes necessary expertise in donor relations and fundraising, finance and accounting, technology, human resource and administrative support services that work collaboratively to advance WildAid’s mission. Specific duties within key areas include:

Fundraising/Donor Relations

  • Development: Work closely with the CEO and the MDP to meet aggressive fundraising goals; drive the execution of annual development plans for foundations, high net worth individuals, special events & other alternative sources of income.
  • Coordination: working internally and externally to ensure that all program, development, and communication initiatives are aligned and well-coordinated.

Human Resources

Manage and oversee the human resource function for WildAid, including:

  • Recruitment, hiring, compensation, benefits administration and performance management.
  • Design an execution of systems to develop, motivate, and retain top talent.
  • Create a more unified team across departments and offices.

Management

  • Work plans and operations: Together with the CEO and MDP, develop and implement coordinated country and program strategies and work plans for non-programmatic staff, and monitor progress against metrics and milestones.
  • Board of Directors: working with the CEO, provide staff support and guidance to WildAid’s Board and act as staff liaison to relevant board committees.
  • Office leadership: Effectively execute standardized policies and procedures across regional offices in the San Francisco headquarters and country offices.
  • Risk management and legal activities: implement letters of agreement, contracts, leases, and other legal documents.
  • Information technology: ensure the ongoing 
maintenance and updating of information systems and infrastructure, including hardware, software, and necessary applications.
  • S/he will manage the non-programmatic budget and the following direct reports: Major Gifts and Events Planner, Development Assistant, Controller, Communications Manager, Administrator Associate, and Social Media Manager.  SF-based Video Editor, Video Producer, Climate Campaigner, US Campaigner (open), US Media Manager (open) will also be managed as well from a human resources aspect, but these positions will fall under the Managing Director – Programs in terms of direction.

Financial Management and Oversight

Working with the Controller, manage and oversee all financial and business planning activities, including:

  • Lead and support organizational budgeting process, including development of an annual operating plan with programmatic milestones and targets/deliverables linked to budgets.
  • Direct and administer all financial planning and provide overall financial oversight and monitoring.
  • Support and advise the CEO in decision-making and review and analyze financial reports and ensure that relevant financial data is presented to the CEO and Board of Directors.

 

KEY COMPETENCIES AND IDEAL PROFILE

WildAid seeks a passionate, experienced team player, who is deeply committed to WildAid’s mission to end the illegal wildlife trade. This individual will have senior management experience in fundraising, human resources, operations, and finance/accounting and have an understanding of nonprofit budget models. The successful candidate will have worked with senior-level stakeholders, such as a Board of Directors, leadership teams, and country directors, to secure commitments and manage execution against shared objectives

Since WildAid is a global organization undergoing rapid growth, the ideal candidate will share best practices for creating the proper infrastructure, systems, and processes to allow for sustainable expansion. Ideally, candidates will have spent part of their career working in the area of international conservation.

The successful candidate will be a pragmatic, action-oriented leader who will enjoys working in an entrepreneurial environment. The MDUS will think strategically and creatively; this leader will need experience identifying problems and implementing solutions and best practices. S/he will be a big picture thinker, but will also possess a strong work ethic and ability to act as a hands-on manager when necessary. This individual will show sensitivity and the ability to establish respect, credibility and trust with regional office staff and in multicultural settings. The successful candidate will be comfortable with ambiguity and excited by the opportunity to work in a dynamic, nimble, start-up-like environment. The MDUS will need to remain organized and calm when under pressure.

 

MINIMUM QUALIFICATIONS 

The candidate should have a minimum of 15 years related work experience in relevant positions of increasing scope and responsibility and possess excellent management and people skills, and personal qualities of integrity, credibility, and a commitment to WildAid’s mission. An ability to fundraise on a large scale is required. Proven experience working for an international and/or nonprofit organization in a similar capacity is highly desired. A Bachelor’s degree in finance, accounting, business administration, or a related field is required. An advanced degree in business, finance, or a related field is preferred.

 

APPLICATION PROCEDURE 

WildAid is an equal opportunity employer and all qualified candidates are encouraged to apply. For immediate consideration, please address a cover letter and resume to Cindy Joyce, Pillar Search, at cindyjoyce@pillarsearch.com.

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Keep It Clean: Tips for Sprucing Up Your Personal Social Media in the Job Search

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When you embark on a job search, you likely will immediately update your resume and spruce up your cover letter template. These are all incredibly important to do, but you may want to go further into your social media. Potential employers may Google you, so go ahead, do a search on yourself and see what comes up. They may do this search prior to interview selection, so you will want to ensure that you are making a good online impression and setting a positive tone.

Privacy, please: Set your Facebook and Instagram to private. Click here for instructions on changing your Facebook settings, and here for instructions on your Instagram settings.

Keep it clean: Make sure that any photos that you have posted or that are posted of you are not in questionable taste. You know which ones I mean. If you would not want your grandmother seeing it, you should not want it out there for potential employers to see. Going forward, when posting photos on Facebook, select the option of photos only being viewable by “Friends”.

Remove any rants: Twitter, by nature, is where you can spout off in 160 characters or less. If you tend to tweet, scroll through and remove anything that could be construed as a negative sound-off, especially if it has to do with your frustrations related to your job, organization, boss or colleagues.

Learn to leverage LinkedIn: LinkedIn is probably the first place that a potential employer will look. Make sure that your LinkedIn profile is impeccable. Here’s how:

  • Start with a polished photo. Ideally, use a professional headshot. If this is not feasible, we all have that friend who takes amazing photos. Ask them to take one.
  • Look professional.  Avoid photos that obviously have cropped someone else out, or where you are wearing your favorite sports team gear. Ladies, I love a strapless dress or spaghetti strap as much as anyone, but in a headshot it will make you look underdressed or, even worse, not dressed at all, and that is not the impression you want to make as a professional.
  • You know where you have worked. Others may not. Take the time to write up a blurb about what each company you have worked at does. It helps the profile to flow better, and tells a more complete story.
  • Similarly, do not just list your job titles. Explain, even briefly, what you did in each job. This is your chance to shine and give a narrative of your work history.
  • List accomplishments, awards, volunteer efforts and anything that will demonstrate how talented and passionate you are. Do not be shy. This is the time to showcase what sets you apart.
  • Ask people for recommendations. It helps build confidence in both your work abilities and your relationship building skills.
  • Network, network, network. Some people are better at networking than others. If you are not one of them, take a deep breath, click on the “People You May Know”, and proactively reach out. Not only do higher numbers look better (as stated earlier, it shows that you are adept at building relationships) but some hiring managers that I have worked with will not even look at candidates with less than 500 contacts.
  • Ask people whose professional opinion you trust to give you feedback on your LinkedIn profile. This could include trusted colleagues, former managers, mentors, or a recruiter that you may be working with. They may see things that need improvement or accomplishments that you would be well-served by highlighting.

Your resume is just one piece of the puzzle. Make sure that your social media fits the brand that you are building or have built professionally to ensure that prospective employers view you in the best light.

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Landing a Job With Your Professional “Crush”

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We’ve all seen them: The job posting that grabs your attention and you cannot get it out of your mind because it is your dream job. Be it working for a cause you adore, as part of a celebrity nonprofit whose founder you admire, on a fantastic product team, or with an artist who you are a huge fan of, the dream job does not have to be merely a dream. Before zipping off your resume, take a deep breath and follow some of these tips to ensure that you showcase your killer talents and skills in the best light. Drumroll, please:

 

  • Look at the job description very closely. If it is truly a match, pass go, collect $200, and apply immediately! If not, think before you apply. I have done searches for a celebrity-related organizations, rock star status money managers, and arts organizations that receive literally hundreds of unsolicited resumes each week because people are so excited to work there, but for the most part they are not a match in terms of experience fit.  Sending a resume to a job that you are not qualified for will not get the results you want. Wait for a job that fits your skills, as the competition for these “sexy” positions will be fierce.
  • Research the role and the company or organization. Go beyond their website. Who do they partner with? Are they on social media? Do they do a signature event? Check out similar organizations as well. If it is a non-profit, look at Guidestar. If it is a for-profit, check out their annual report. See what press is available about them so that when you craft the cover letter, and hopefully when you have an interview, you can demonstrate that you walk the walk and talk the talk.
  • Write a thoughtful cover letter that highlights your skills and what makes you the ideal candidate. In the cover letter, do not tell the designer that you love her shoes. Do not tell the movie star that you loved their latest movie. They have fans. They need an Executive Director, PR pro, Personal Assistant, or whatever role they have open. Their focus will be on the person who is best equipped to fill that need, not on the one who is most star-struck.
  • If it is a mission-based organization (i.e., nonprofit or foundation), you can and should share if you are a believer in their cause and how their mission resonates with you, but be sure to temper it. Human Resources and Executive Recruiting firms will see right through if it is not sincere. I know someone who worked in the marketing area of a Major League Baseball team’s charitable foundation and she applied despite the fact that she despised baseball. She shared with me that she adored their mission and the work they did with children’s health and education and said she was willing to “put up” with the baseball to get the job working on a cause she loved. That kind of passion shines through.
  • Do not use social media to announce that you are interviewing with a company or organization. It happened during a search and let’s just say that it was not viewed kindly. Organizations with celebrity and/or brand name affiliation will expect discretion.
  • Most importantly, be yourself. Yes, this may be a dream job, and you are probably chomping at the bit to get it, but be real. Be you. I have seen finalists in incredibly competitive searches who meet with the top person or board hiring committee and do incredibly well by relaxing, letting their guard down, and showing their true and talented self.

 

Best of luck in your job search!

 

Cindy Joyce, Founder, Pillar Search

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Interview Impact: The Art of the Thank You Letter

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Congratulations! You nailed the interview. The company is checking references, and in your head you are composing that resignation letter and mentally calculating when your start date with the new firm will be.

 

Then, the call that it came down to two candidates and they went with the other one. But…you nailed it! How can this be?

 

The Secret

Pillar Search does searches for non-profits, foundations, and small, rapid growth for-profit firms. In our years of experience, we have worked with lots of very savvy and knowledgeable hiring managers. I will share one secret that I have heard time and again from them: all things being equal, “the candidate that takes the time to send a thoughtful, reflective, and well-written thank you note will always have a bit of an edge.” Yes…the thank you letter packs a whole lot of wow, punch, and impact.

 

How to Stand Out From Other Candidates

Remember what your parents taught you: manners will get you everywhere, and saying thank you goes a long way. When is the last time you received a thank you letter?  Now, imagine if you were the hiring manager and were receiving tons of them by email. How much more thoughtful and unique would a hand written note of thanks feel?

 

Look at your own mail today. In the pile of pre-addressed bulk mail, what will stand out? A new bill, the latest flier from your local market? Personally, when I see a hand written envelope, it is what I will always open first.

 

You see, too often, people do not send them, or they send one that is so perfunctory that it almost screams “I am not interested in the job, but know that I am supposed to send something”.   The thank you is a perfect time to wow them with your enthusiasm, fit for the job, interest, manners, and stellar writing skills.

 

Pillar’s Thank You Letter Checklist

  • Keep it short. Two to three paragraphs should suffice.
  • Make sure that it flows well and highlights why you are the ideal candidate. Include the following:
    • A statement of gratitude, such as “thank you for taking the time to meet with me today to discuss the open sales position on your team. I so appreciated your time.”
    • Add something showing that you were paying attention in the meeting, and remind the interviewer of what makes you the ideal candidate, such as “I was excited to hear that your company is expanding globally over the next year. My experience working with X, a global bank, gives me a unique skill set that would lend well to this exciting new chapter for you and the firm”.
    • Interviews can be tricky, as you can easily run out of time when sticking to the interview agenda. When you replay it in your head, there is likely something that you wish you had highlighted about your skills and experience. This is a perfect time to get that point across.
    • A call to action. Before signing off, reiterate your interest, and give them something of a call to action.   The message that I find to be most effective is the short and sweet “Thank you again, and I look forward to hearing from you”. True, it is not elaborate, but it leaves the ball in their court and shows that you are confident that you will be hearing from them.
  • Be a snob when it comes to your stationery. High quality card stock reflects well on you. It shows discerning taste and a certain je ne sais quoi Cutesy notecards will negate the goodwill earned by even sending it. If your stationery depicts your love of the beach, cats, puppies or your favorite sports team, step away immediately! When in doubt, buy cream colored notecards from Crane & Co.
  • Write out a draft first, proofread that version, and then transcribe it onto the good stuff. Trust me, I have wasted a ton of expensive paper because I dove right in. To quote my father, “measure twice and cut once”.
  • Stick to the 24 hour rule. Much like a thank you for personal reasons, it is best to send it within 24 hours. If you are in interview mode, keep a supply of stationery and stamps at the ready.
  • Before licking the stamp and strolling to the nearest mailbox, consider this: who else should you send a thank you note to? It may seem like a lot of writing, but if you can, send one to every interviewer, and put a personal spin on each note that reflects your interaction with that person. Do not forget to include Human Resources if they were included in the interview agenda, and if there was someone particularly helpful, such as an Executive Assistant who arranged travel or someone in Marketing who sent you helpful information prior to the meeting, send one to them as well. It shows that you are appreciative, a team player, and inclusive.

 

If (and when!) you get the job, send a hand-written note to your new manager thanking them for the opportunity and letting them know how excited you are about the opportunity. This is a personal touch that will go quite a long way.

 

Good luck!

 

Cindy Joyce