Advice to Senior Executives in Career Transition

Tuesday, December 3rd 2019. | letter

Advice-to-Senior-Executives-in-Career-Transition Advice to Senior Executives in Career Transition

 

Advice to Senior Executives in Career Transition

For those in transition and considering a career move, I’d like to give you some positive information about how you might address your career issues. I do not have all the answers. But in thirty years and with several thousand success stories, I’d like to share with you how we work with leaders to create the context for their career decisions.

Let’s start with some of your concerns and questions and see if they are known.

How do I go from a 25-year job to total unemployment? How do I maintain my self-esteem? How do I still show my value and value to my family and community? How do I find a second or third career … something that will be really challenging and exciting? Which companies are looking for someone with my skills? What do you mean by the fact that I have no value? Is not the contribution and services that I have provided for something? And what is the best way to introduce myself to potential employers and present them and explore new possibilities?

Satisfaction; Hungry to contribute something; have to be part of a team; Opportunity to demonstrate and demonstrate your leadership qualities. Does anyone still need to compete? Maybe you are frustrated or even upset. If so, then listen to how you can use your energies to fight again.

First, you must be prepared to evaluate three areas that provide a context for finding the optimal answers. These three are: 1) looking inside yourself 2) seeing the external environment around you and 3) how the future is developing and how you can fit in with it. I have named each of these three areas:

1) AWARENESS

2) CHANGE

3 PEOPLE.

Let’s take a moment to take a quick look at each area.

How ingenious are your levels of consciousness?

Measuring awareness goes beyond the morning paper, CNBC and reading BusinessWeek. Nowadays, a person making a key decision has to go deeper than just superficially and ask questions to key managers and direct reports that demonstrate full engagement and interest.

Questions like how are we, what else can we do? How is that compared to our competitors? How do we measure the results and how does this affect our productivity? This is a sample of the 60 basic questions that reflect the perspective of a leadership perspective.

Only a temporary familiarity with information is not good enough. You must constantly read and complete your digital IQ or what Bill Gates called the digital nervous system of every company. But how can we really take advantage of the actual productivity gains of the technology if the average person uses less than 5% of the features on their desktop or mobile?

Are you aware that in order to become a global business leader, China is building 6 new cities with 30-40,000 skyscrapers, all of which will be bigger than New York? Every city will have about 10-20 million people. Their goal: to achieve this in 17-20 years.

Did you know that the explosion of the Internet and interactive marketing now requires that the top marketing director in each company has more than 88 application areas? A similar depth is needed for finance, human resources, IT, administration, sales, manufacturing, and customer service. The good news is that by knowing and identifying the 16 internal and external power drivers you can achieve a high probability of success.

In short, the awareness of top executives has dramatically shifted from passive knowledge to active interest. Interests in social networking, active engagement in corporate social responsibility, active participation in education and community organizations and concerns, and understanding and applying coaching, mentoring and teaching, and self-awareness. It culminates in what Dr. Abraham Maslow called self-realization.

CHANGE The second area for building a solid context for defining and understanding your value focuses on your interpretation and the flexibility to accept and apply CHANGES. None of us is satisfied with the speed and the degree of change. None of us can easily adopt new habits, learn new approaches and processes, and change our way of working. For the most part, we have no choice. Take the email as an example. Could you do without it?

The speed of change forces us to new approaches in strategy and scenario planning. It changes our approach to our clients, how we manage and measure operations, and how timely and effective our organization’s reflexes and responses are to change.

Norman Augustine, Lockheed Martin’s former CEO, identified ten factors he needed to address in terms of change as his company struggled to be just one of four leading state-owned aerospace companies around the wave of mergers in the 1990s survive. Today, Lockheed thrives on creating a new culture, new business policies, new products and services, and a new mission.

As leaders need to address changing career issues, it is important to identify your leadership strengths and weaknesses, your leadership style and how you work with others, your abilities and competencies, your motivational factors, and the obstacles that may prevent you from achieving your goals reach next growth stage.

PEOPLE The third area that defines the context framework is how well you relate to and work with PEOPLE. Are you considered an “old sludge trap” or someone who is open to new ideas and innovations? Have you evaluated your critical areas of thought that comprise your decision-making and decision-making processes? What was the last time you redesigned and fundamentally overhauled a mission? Have you learned about some of the key current and future factors such as knowledge management, human capital, social networking and distance learning?

Let the people you work with, including changes in workforce flexibility in terms of workplace flexibility, global business practices, work and society, human resource development, redefining workplaces in roles, the new application of cross-functional collaboration, and increasing importance and value Keep human resources on company strategy and profitability.

These changes apply to all types of organizational structures, from entrepreneurial, functional, divisional, holding, or matrix-based entities.

One of the particular benefits of our company is that you can pinpoint the qualities and values ​​that you have perfected and how you can apply them to a career opportunity. In short, we focus on what you can offer, why you can make a difference, and how you can improve a particular organization and add value to it.

To achieve these goals, we follow a proven methodology that I have developed and refined over the past three decades. It’s simple, comprehensive and elegant. It’s only for seniors and top executives. It worked well for many and it will work well for you.

When our company works with you, we need to focus on the future. Where will you be in 2, 5 or 8 years? What goals did you write down what you want to achieve? Which values ​​are important to you and which companies would like to talk to you?

By defining your current capabilities, we begin to shape and design the opportunity you really want to achieve. Together we formulate a definitive answer to the following: How can you contribute directly to an organization? Who would you like to supervise, coach, teach, advise and lead? What mistakes and potholes would be invaluable to you to help younger and less experienced managers and executives avoid them? And how could you contribute to better critical thinking that would lead to a better vision and strategic plan for an organization?

Many of you have gained extraordinary insights into understanding the complexity and nuance of sophisticated decision-making. But where are you going to share this knowledge? What and where are the companies looking for you?

Our success in helping you to find the optimal opportunity follows a very simple, sensible approach that is tailored to your specific needs. This begins with a discussion based on your contributions and goals. In this way, we develop a unique marketing strategy that is relevant only to you.

Next, we support this strategy with a set of tools to put the strategy into action. These tools include clear, meaningful letters, effective and concise CVs, the use of electronic portfolios and presentations to highlight your style, the use of unique databases, ongoing coaching and support, introduction to contact networks, and advice on negotiating the best deal for you.

In summary, David Werner International provides a unique resource for successful business people who want to take the next step to completing their careers. Maintaining a low-key, highly confidential approach and treating your needs as a super-premium brand. Anyone seeking real individualization and outstanding results has found in a dialogue with us a truly insightful opportunity to tackle his career in the short and long term.

David Werner
President & Co-founder
David Werner International
420 Lexington Avenue, Suite 2811
New York, NY 10170-0132
(212) 682? 8888