About Us
Registered Recruiters Login Here: Forgot Password?
NETSHARE Newsletter - November 2011

   Sector Slump Means Looking for Greener Pastures

We all know the job market has been tough in the past few years, but some segments are suffering more than others. In a recent blog post by Lindsay Olson of Paradigm Staffing she notes that the hardest hit sectors according to a new report from Bullhorn are wholesale (down 40%), IT (down 31%), and entertainment (down 28%). There are a number of factors at work here, including the European debt crisis, a lack of confidence in Wall Street, slow recovery, and more. However, as Lindsay notes:

The major issue in unemployment is the long-term unemployment which accounts for 43 percent of the unemployed. These are people who have been out of work for at least six months and are still job seeking. Long-term unemployment means they are losing skills to keep them current with the market demands – creating a gap between the candidates’ qualifications and those the employer seeks.

Employers are seeing a flood of resumes for any given posting, many of whom are not qualified for the job they’re applying for. This is taking more time and energy than hiring has in the past.

It’s a lose/lose situation for both job hunters and employers, and it doesn’t seem to be getting any better any time soon.

What’s an executive job seeker to do? Get creative! If your niche market is in a slump, look elsewhere. Determine where your skills will have the most value and peddle them into new arenas that are hiring.

Or better yet, rather than looking for a job, try looking for work. As Randy Block noted this week in our Ask the Coach call, senior executives can overcome age discrimination by looking for assignments rather than employment. Find a company that needs your services and offer your expertise as a consultant. That way you find work, the company gets the resources they need without risk, and you can open up new doors. If your current market area is flat, this strategy is a great way to build credentials in a new market that is growing.

Whatever you do, keep trying! NETSHARE has resources to help you stay focused and open new doors. And your network can help you rethink your strategy and identify new markets where you can promote your personal brand. If you aren’t getting traction in the areas you have been looking, start looking elsewhere and expand your vision. Your skills are transferrable if you know how to package them and market them.

Wishing you continued success in your career,

Katherine E. Simmons
President & CEO

P.S. If you are an active, paying NETSHARE member who has not joined a strategy call with me before, just drop an email to netshare@netshare.com and we will be happy to add you to the invitation list.

Member Stories

James reminds us "don't hesitate to leverage people you know and capitalize on relationships that have been developed".

Hi Kathy....thank you for the note. I received a note from Annette DiSano...and feel free to pass on to her as well.

I first want to thank Netshare....your website has been a great resource. I had been with my employer for 7 years. A few months ago (primarily due to specific market changes and conditions) I thought it would be a good idea to take a more 'pro-active' approach in evaluating opportunities outside of my company. Through internet research I came across the netshare site. I was impressed with the site and decided to join.

Per your request, below are responses to your questions.

- What sort of position did you land and how did you originally hear about it? Vice President National Accounts. I came across this position from a job posting in Netshare. I initially put in my 'job search' criteria and happened to notice the position in one of the periodic emails that I received.

- How long did your search take? I would say my search started the day I joined Netshare. I can't recall the exact date I joined Netshare but I believe I have been a member for 5-6 months.

- How long between first contact with the recruiter or company and the time you got the offer? I believe it was approximately two months from the initial contact with the recruiter and then the final offer from the employer.

- What other services or vehicles did you use in your search? Networking with friends, colleagues and professional contacts. Also Monster.com and Netshare.com. Candidly I was not necessarily that aggressive at looking for a new job...sort of beginning to explore.

- Did you need to relocate? No, no relocation required.

- What is the best advice you would give to execs still looking? The best advise I could give is to network with friends, colleagues and professional contacts. Don't hesitate to leverage people you know and capitalize on relationships that have been developed.

- Was there anything that surprised you about your search? I was very fortunate that this opportunity was available and I feel it is a good match of my skill set/experience...and the needs of the employer. I was a little surprised by the short length of time it took between my initial submission and the actual job offer. I think this is function of sort of 'right place...right time'.....but I also feel Netshare was a big impact. In a nutshell, Netshare is a great resource to match up employment 'supply and demand' needs.

Thank you....please do not hesitate to contact me if you have any questions or if I can be of any assistance.

James B.



LinkedIn For Executives

By Jason Alba

Jason is the Founder/CEO of JibberJobber.com. He is also the author of I’m On LinkedIn-Now What??? Jason will be the featured presenter on this month’s Experts Connection. His topic” LinkedIn for Executives: Beyond the Basics, 2012 Edition will be presented on Tuesday, November 15, 2011.

LinkedIn has had some exciting announcements lately. They surpassed the 100 million signup mark…and they went public. They have opened international offices, expanded dramatically overseas, and made some significant changes to their system. They have successfully held their ground against Google+.

You know job seekers, recruiters and headhunters use LinkedIn as a job search tool. Do you know how businesses and executives use LinkedIn? How can you use LinkedIn to find relevant contacts, create more business, find the right partners, communicate with your target audience, and reinforce your personal executive and company brand?

LinkedIn is an excellent environment to do each of these things. With over 120 million signups, and one million Groups, it’s unlikely that you won’t find someone who is relevant to your business or career. There are decision-makers that need to learn more about your business and you have the tools to brand yourself and your company in front of your ideal contact.

How do you do that? Here are five things to focus on:

Solidify your LinkedIn Profile. It always starts here, since this is where people will end up when they want to learn more about you. No matter how they find out about you, whether it’s an email they get, or they find your comment on a LinkedIn Group, or even outside of LinkedIn, they will go to LinkedIn to see who you are and what your professional past includes. Make sure your Profile is strong, and has the right messaging and branding. There are tools, such as the SlideShare application, and tactics, such as formulas to make a stronger impression in your LinkedIn Summary, to help make your Profile exceptional.

Get your messages in the email inbox of your contacts. One of the most powerful features in LinkedIn is LinkedIn Answers. Why? Because after you post your question, you have the ability to send your question to the email inbox of your contacts. This is profoundly powerful! Think about it - whether or not your contacts have logged into LinkedIn in the last year, it doesn’t matter, because they have checked their email in the last 24 hours! Get your question, which has your branding and perhaps an update on current projects, in their email inbox so you can keep in front of them. This will help you nurture relationships, solidify your brand, and could evolve into new business or opportunities.

Use Group Discussions to reach targeted audiences. Group Discussions have a lot in common with LinkedIn Answers. One major difference is that your discussion, or comment on a discussion, goes to a usually-targeted, self-identified opt-in audience, instead of people who’s only commonality is being your first degree contact. I suggest you search for up to 48 Groups, with specific membership interests, to join, and participate in the discussions. This is a powerful branding and networking tactic that will help you get significantly more value out of LinkedIn than your competition is getting.

Find the right contacts. Combining the power of the Advanced People Search with searching through Group members, you have enough work to keep you busy for years. As I work to network into my target companies I lean on LinkedIn regularly to find the right contact, learn about them and their team, find outside resources (their Twitter activity, blogs, About Us pages, etc.), and otherwise prepare to make that initial contact. I get the idea that the concept of “search” has become so familiar that we overlook one of the most potent features in LinkedIn. Afterall, it really is just a big database, isn’t it?

Communicate with your network. Too often we connect with someone on LinkedIn, and then never reach out to them or hear from them. Establishing a connection seems to be an ending point in the relationship when it should really be a beginning. There are various tools you can use to communicate with your immediate network (first degree contacts) and your extended network (2nd and 3rd degree contacts). Make sure you use them, and continually nurture relationships.

LinkedIn is a great tool if you actually use it. If your strategy is “I’ll build my Profile and hope others come,” you are using LinkedIn as well as you’ve used that power tool that’s in your garage… still in the box.

Ask The Coach: Getting a Stake In The Private Equity Game

by Nicola James

 Every week, NETSHARE hosts Ask the Coach, a phone-in coaching session for active NETSHARE members with leading career management experts. Here is an excerpt from a recent session with Nicola James, Managing Partner of Thomas Brooke International.

Private Equity firms have always had an allure for many executives. The challenge is how to get on their radar? This week’s career coach, Nicola James, has a lot of experience working with private equity firms and was able to provide some meaningful responses to NETSHARE member questions.

The first caller noted that he had worked with private equity firms in the past at a senior level. How should he re-engage with the private equity market? Nicola replied that his previous experience would give him some standing with those who have hiring authority.

Nicola reminded the callers that there are two different levels of hiring within a private equity firm. If they are hiring at the C-level, then that is usually done by the portfolio company, by the partners. In this case they usually look to their own personal networks for hiring candidates. This gives you an advantage since you can identify those partners and build your connections through your own networks. Determine their outside interests. Find different ways to approach them and get to know them. That way, when they start looking to fill a new position, you will be there. The challenge with working with partners, however, is they often tend to be disorganized and don’t have a formal process for managing their contacts, so you have to maintain regular contact to put yourself in the right place at the right time for the right opportunity.

Below the C-level, recruiting is usually handled by the Vice President of Recruiting. These guys are professionals, with better contacts and better contact management systems than you typically find at the partner level. The way the vice president will keep track of their candidates is better organized so being “top of mind” is less important, but they also don’t maintain that same personal connection. They tend to work from resumes and information in their database and they may or may not understand the real parameters of the job.

In either case, you need to have the right market connections of the “investment backed” background to make sure you can get traction in the job search. You also will have to be more flexible about compensation. Private equity opportunities usually don’t have the same salaries and you need to be prepared to take less compensation on the front end and look for an equity payout later.

If you have background in a specific market, then it’s best to search our private equity firms that work in those areas conducting searches for professionals with your background. You will need to determine where the gaps are in their knowledge base and demonstrate how you can fill the void. Show your value. If you can’t demonstrate your market value, then demonstrate what specialization you have that matches the company’s need- working with start-ups, working with underperforming companies, etc.

You need to help the private equity company connect the dots to show them why you are a great candidate. If you don’t connect the dots for them, they won’t do it themselves or they will do it wrong.

About Nicola James:

Nicola James, Managing Director of Thomas Brooke International, has over fifteen years experience in senior level executive search working with public and private companies from $10M to $10B



Insecure Bosses Poison Careers and Organizations

By Ramon Greenwood

Few things are more destructive to a career than a boss who is insecure. Unfortunately, it is a near certainty that most people will encounter one or more such persons along the career path.

Employers are also adversely impacted by the actions of an insecure boss because he or she will eventually create an insecure organization, one riddled with anxiety and indecision. People will spend more time looking over their shoulders than looking ahead. Good defenses become more important than effective offenses.

Seven Traits Of An Insecure Boss

You will know your boss is suffering from an insecurity complex when he or she is engaging in behavior highlighted by these seven such traits:

1. The boss insists on absolute control over everything in the department. He won't delegate any meaningful authority. He employs an iron hand. He doesn't trust anyone. He has few allies. Those allies he does enlist are formed into a tight little clique strongly obligated to his authority and dependent on it. They live an uncertain life on a short leash.

2. The boss constantly interferes in the work of his staff. Second guesses are the order of the day.

3. He constantly defends his position. Every question or hint of criticism is treated as a challenge to his worth and authority. He doubts he has the respect of his associates. Those who exhibit a mind of their own are under constant attack.

4. The insecure boss is most often an absolute perfectionist. He will climb the wall when you make a mistake. But look out. When he fouls up, he will blame it on someone else. He has to be right every time.

5. He will resist making decisions. This means endless studies and return trips to the drawing boards.

6. He will frequently remind you who is boss.

7. He finds it next to impossible to laugh at himself, but he is quick to laugh at others.

Seven Actions You Can Take To Deal With An Insecure Boss

There are no certain quick fixes, but there are seven steps that will help mitigate the situation and advance your own interests. Believe it or not, insecure bosses can provide opportunities.

1. Be certain you are not contributing to your superior's low self-esteem. Do everything you can to reassure him of your respect for his position and your commitment to helping him do his job.

2. Shore him up at every opportunity. Exert an extra effort to help him where is feels most insecure.

3.When you have to challenge him, and surely you will from time to time, be certain to do it in a positive way. Don’t question his authority. Never challenge or criticize the boss in the presence of others.

4. Never go around your insecure boss to deal directly with his boss without explicit approval. Make sure he realizes that you clearly understand the hierarchical relationships. You don't want to become an endangered species because you are seen as questioning his judgement and appealing to higher authorities.

5. Never fail to let him share the rewards of your good work. Stay one step behind him when the limelight shines.

6. Try to identify his good points; acknowledge them in public and in private. Remember, your boss may be a pain in the neck to work with, but surely he must have some redeeming features worthy of compliments.

7.Think of your own insecurities and what helps you deal with them. Apply what you learn from this analysis to dealing with your insecure boss.

To get more common sense advice to protect and advance your career during tough times, sign up at www.CommonSenseAtWork.com for a free subscription to Ramon Greenwood's widely read e-newsletter and participate in his blog. He coaches from a successful career as Senior VP at American Express, author of career-related books, and a senior executive/consultant in Fortune 500 companies.

Article Source: http://www.leadershiparticles.net


Welcome New Members

We would like to introduce some of NETSHARE's newest members. In the interest of promoting networking, we have included their email address (with their permission). Feel free to contact them directly.

Roy Brown; Cincinnati, OH – Roy is a senior management executive with extensive experience in the media industry. Most recently he served as President and Chief Executive Officer of Brown Publishing Company. In addition to his role with Brown Publishing, Roy was Managing Director and part owner of CRJ Investments, LLC, leasing several properties in Ohio. A member of the Ohio Bar, he has acted as a litigator in various commercial, HR and other matters as an Attorney for Vory, Sater, Seymour and Pease. Roy holds a JD from Ohio State University, an M.A. in International Relations and a B.A. in English and Economics from University of Virginia. rbrown@brownpublishing.com

Joseph Czarnecki; Highland, MI – Joe is a senior manufacturing executive with global experience in the automotive, Defense, electronics, fluid technology and semi-Conductor industries. His most recent position was Vice President Manufacturing for Tenneco Automotive, having held multiple roles of increasing scope and responsibility for the company over an eleven year period. Prior to joining Tenneco, Joe was Vice President Operations for Tecumseh Metal Products. Earlier in his career he held operations and engineering roles with ITT Corporation, Ford Motor Corporation, Mazda Corporation and General Motors Corporation. He received his Bachelor of Business Administration from Northwood University. joeczarnecki@msn.com

Mark E. Dorn; Topsfield, MA – Mark is a senior management executive with experience in multiple industries including technology, data services, e-learning, energy and real estate. For the past 10 years he held President, CEO and Interim CEO roles with emerging and high growth business ventures as well as C-level consulting assignments. Prior roles include Senior Vice President for Policy Management Systems Corporation; President/COO for Dorn Technology Group; Vice President, Tellinghast/Towers Perrin; Founder & Operating Principal, Softec, Inc. and Division Vice President of Comtec, Inc. Mark earned his BSBA from Michigan State University. markdorn@markdorn.com

W. Pat Fewell; Surrey, England – Pat is a senior operations executive with experience in manufactured products including hydraulic and electromechanical components, internal combustion engines, automotive parts and accessories, Naval weapons systems and large capacity forklifts. He serves as the Managing Director of Moss Europe, Ltd. Prior to his current role, Pat was Global Sourcing Manager for Moss Motors, Ltd., having held manufacturing roles with the company. Earlier in his career, he was Production Control Manager for Wiggins Lift Company. He is currently pursuing his BSBA with a focus on Organizational Development. 4patfewell@gmail.com

Harold C. Fletcher; San Jose, CA – Harold is a senior management executive with global entrepreneurial and enterprise experience across multiple industry segments. Most recently he served as an interim COO establishing company’s reporting and financial processes, securing supply-chain channels, resolving logistics issues, developing media strategies and setting pricing policies. Prior roles include President/CEO for Prism Worldwide, Inc.; President/CEO of Formula Ventures and President of Fletcher Associates, a start-up manufacturing representative business specializing in sporting goods and toys. Harold began his career in sales. hcf@alnomaza.com

William Fox; Chesapeake, VA – Bill is an operations executive with extensive experience in finance, program management, enterprise logistics and human resources. He is currently the Executive Officer for Coast Guard Community Services Command, leading six functional directors and 800 employees in nationwide delivery of the CG Exchange System retail network. Prior commands include: Executive Officer for Coast Guard Integrated Support Command San Pedro; Director of Administration for Joint Interagency Task Force West; and Operations Officer for Coast Guard Vessel Traffic Service, San Francisco. Bill earned his MBA (Finance concentration) from the University of Texas at Austin, McCombs School of Business and his Bachelors in Business Administration from Wichita State University, Barton School of Business. foxmail64@gmail.com

Ron Gardner; Roanoke, TX – Ron is a senior management executive with extensive experience in mid-stream energy. He is currently the CEO of Ron Gardner, Inc., a manufacturer of high-end furniture. Prior roles include: Executive Vice President, Business Development, Southern Natural Gas; President and Chief Operating Officer, Colorado Interstate Gas. Ron earned his B.A. in Economics from West Texas A&M University. rongardnerntx@aol.com

Debra C. Hoyt; Smyrna, GA – Debra is a senior human resources executive with experience across multiple industries. Most recently she served as Chief People Officer for Chamberlin Edmonds, a healthcare services provider. Prior roles include: Chief People Officer for American Healthcare Services; Vice President, Human Capital and Organizational Effectiveness, Cox Business Services for Cox Communications; in addition to business and HR roles at First Union National Bank, Phillip Crosby Associates and R.J.R. Nabisco. Debra is an honors graduate from Georgia State University with a degree in Business Administration, concentration in Finance. debrahoyt@bellsouth.net

Carol L. Lopez; San Francisco, CA – Carol is a finance and operations management executive with experience across multiple industries. She is currently the Vice President of Operations and Administration for Entelos, Inc., having joined the company as Controller and Vice President of Finance. Prior roles include: Vice President of Finance for Citadon, Inc.; Director Corporate Accounting for McKesson Corporation; Controller, Viafone, Inc. and Controller, Boats.com. Other companies include Advent Software, Inc. and Applied Materials, Inc. Carol started her career with KPMG Peat Marwick. She holds a BSBA with an emphasis in accounting from California Polytechnic University. c_lopez100@hotmail.com

Sean G. McPartland; Oradell, NJ – Sean is a sales training and management development executive with experience across multiple industries. He is currently the Head of Corporate Sales Training and Management Development for MZT International, an HR consulting firm. Prior roles include: Head of Corporate Sales Training and MD for DealerTrack, a automotive software company; Head of Corporate and Sales Training, CIBC World Markets; Vice President, National Sales Training and Development, Citicorp Investment Services and Divisional Vice President, National Sales and Product Training for PaineWebber. Sean earned an MBA from St. Peter’s College with a 4.0 GPA, following a B.S. in Marketing from Mercy College. sgmmcp@gmail.com

E. Ulysses Miller; Stone Mountain, GA – Eric is a finance executive with experience in both non-profit and for profit environments. He is currently the Chief Financial Officer for the Robert W. Woodruff Library of the Atlanta University Center, Inc., directing all facets of finance, facilities management and security services organizations, managing a staff of 25 and a budget over $11M. Prior to assuming his current role, Eric served as Controller for ResCare of Georgia, Inc. and Assistant Controller for Peoples Pest Control, Inc. Earlier in his career he served in the U.S. Navy for four years, where he administered a $43M charity fund, generating cash-flow statements, preparing operation budgets and overseeing fund disbursement. Eric received his MBA in Finance from Georgia State University following a B.S. in Finance from North Carolina A&T State University. emiller@auctr.edu

C. Scott Minor; Plymouth Meeting, PA – Scott is a senior sales and operations executive with high-tech industry expertise and international experience. He is the Vice President of Solutions & Service of InfoLogix, a global service provider of mobility solutions to healthcare and commercial clients. Prior roles include Executive Vice President of Sales & Marketing for Prime; CEO/President of SpeechAdvantage (spin off of GMAC); VP of Business Development, Alliances, Technology & Channels for Astea International and Director of Sales & Marketing for Ernst & Young LLP. Scott received his Bachelor’s of Science in Marketing & Finance from Drexel University. csminor@earthlink.net

R. Wayne Scott; Warwick, Bermuda – Wayne is a senior executive with multifunctional experience in financial services, healthcare and telecommunications in companies ranging from start-up to well established organizations. As the Managing Director of TellerSafe Ltd., he provides financial, business and IT consulting for various clients. In addition to his consulting role, Wayne serves as an Adjunct Professor in Finance for Enicott College. Prior roles include: Chief Executive Officer, CCS Group Limited and Chief Technology Officer, Logic Communications. Wayne holds an MA in Finance/Management from Webster University and a Bachelor of Science degree from Atlantic Union College in addition to continuing executive education studies at Wharton School of Business, University of Pennsylvania.


Bookmark and Share