The Unprofessionals

The last few months I have been interviewing with firms for the top IT spot. It has been difficult. I have come across several organizations with an interview process that is very unprofessional. I am not sure that this happens to other C level executives or just to CIOs. I would be interested in hearing how other executives are interviewed.

1. A small non-profit educational firm that specializes in charter schools wanted a VP of technology. There top spot, which is a new role as are other roles in the organization. They put the req online and I answer with my cover letter and resume. I get a first phone screen followed by a request to develop a one-year project plan with associated budgets and milestones. This was an odd request since I had very little insight into the process or applications. I requested an application list to begin research and got a fragmented list of software.

Not being one to let things go I spend several days researching what I could and developing a project plan. A plan I was proud of based on what little information I had. I had a follow-up phone interview to present my plan and answer questions. To my surprise I was able to answer questions and make it to another phone interview.

During this interview they gave me a hypothetical scenario. It felt like the Kobayashi Maru scenario. I was successful in swaging my way through. Next came 6 other interviews to discuss my background further. At this stage I was becoming pretty tired. This was followed by more phone interviews with junior IT staff and a technology consultant. I personally don’t like firms that have junior staff interview senior staff. Does this happen to the CEO or CFO? I doubt it.

Long story short. After running the gambit of multiple interviews and face-to-face meetings, with project plans and the Kobayashi Maru addressed I was eliminated because “I was unable to make a decision.” Talk about IRONY!!! I fell on the floor with this response. As a professional I thank them and wished them best on their search. Part of me was thankful I was eliminated. How would I be able to move forward in an organization that was required to have total consensus to have progress?

2. A small security firm in New Mexico gives me the call because they wanted a new CIO to help take the organization in new directions. Again I go through multiple phone interviews. Nothing was discussed about compensation, which I thought was strange after the third phone interview. Next came the call to fly to New Mexico for face-to-face. Shortly thereafter I get an email that the CEO will not be interviewing with me-Red flag #2. I get to New Mexico and arrive at a dusty little compound filled with trailers that they called their global corporate office. I sit through 4 hours of meetings discussing my background and why I want the job. At this stage I didn’t want the role due to the environment I would be working in. Let’s just say it was rural and unsophisticated. I started to ask questions from those interviewing about the mission, vision, brand and direction the company was moving in. The response I got was “it is still being developed”- Red Flag #3. I started to dig deeper about metrics and processes and got the same answer. So this was a firm that wanted a CIO but did not have a foundation to build off. I also discovered that they were loosing contract work due to the lack of technology experience. I walked out of the location quickly and jumped on the plane, thankfully to never see that company again.

3. A small nonprofit in Connecticut wanted a new Director. There old director was not cutting it and moved on. So they thought this was a good time to bring in a new person with new ideas. I go through the standard phone screen and found the role to be interesting. I go through other phone screens and eventually go for a face-to-face. The role was interesting even though it was less salary. But it seemed challenging and I was interested in pursuing. I had a great phone conversation with the senior director about the future of the organization. I saw the future and she was able to articulate the need for technology. I sent my thank you followup up email, followed by a phone call. No response to either. I sent a followed up email again. Again radio silence. I don’t mind if they reject me, just have the professionalism to say so. Considering I made the effort to travel and interview.

I am disappointed in organizations that treat potential candidates in such a way. Then they wonder why they are not attracting “great people”. Do other executives have similar experiences?

From the Other Side of the Table — CIO Questions to Potential Employers

Sitting on the opposite end on the board room table, CIOs need to understand the type of organization they will be joining. Having been on the other end several times, it is important to get a sense that you will be valuable as a CIO and most importantly have job satisfaction. Below are a few questions I think can help.

• What is your company’s mission and vision? What steps are you taking to accomplish them?
• Can you explain your company’s brand and how it has evolved?
• Can you describe your company’s growth (or lack there of) in terms of revenue and hiring over the last 5-10 years?
• What do you think distinguishes this company from its competitors, both from a public and employee perspective? How is technology used by your competitors? How is a CIO role used by your competitors?
• Can you explain your company’s structure and how a CIO role will fit in?
• How do you see the CIO role contributing to the success of the organization?
• Is this a new CIO position, or did someone leave? If someone left, why did they leave? If this is a new position why are you looking for a CIO now?
• How would you describe the company’s culture and leadership philosophy and style? Could you describe the type of employee who fits well with it?
• What are some of the technical problems facing your staff, and how to do you see the CIO role solving it?
• How is the technology department perceived today? What past steps have been taken to correct this perception? What steps were successful or not?
• What steps have the company done recently to show how it values its technology?
• How does management view the CIO role and the importance of the IT department?
• What is the company’s plan for the next five plus years, and how does the IT department fit into these plans?
• How do other executives view IT?  As a Business Peer/Game changer or Service Provider/Cost Center?
• How have various types of decisions been made (i.e. M&A, process changes, layoffs, loss of business, risks, new business)?
• How will my leadership responsibilities and performance be measured? By whom? How often?
• What would you say are the five most important skills/traits needed to excel in this position?
• What particular achievements would equate to success in this role? What would success look like?
• What challenges will this role face? What advice will you give to succeed?
• Are you most interested in a candidate who works independently, on a team, cross-functionally, or through a combination of them all?
• What is your ideal communication style? Do you meet regularly with your team, rely heavily on e-mail, use status reports or work primarily through other means?
• How much guidance or assistance is made available to employees in developing career goals?
• What resources will be available to the CIO to ensure success?
• How do you see me as a candidate for the job in comparison with an ideal candidate?
• Do you have any concerns about me or about my qualifications that may prevent you from selecting me for the role?

The Rejected CIO

As I look for a new role that is suitable to my experience and background, I often get rejection letters. At first I would delete them but I decided to keep them and periodically review them. Not that I am angry over being rejected. Contrary, rejection letters just make me have thicker skin.

Getting a rejection letter is better then the black hole of no response.

Here are a few of my rejection letters. (Names have been deleted.)

You were impressive but not impressive enough—

Dear Arun Manansingh,

Thank you for taking the time to send your resume and cover letter for consideration for our position for Manager, IT at xxx.  We received many applications and while your qualifications and experience are impressive, there were candidates who more closely matched our needs.

We appreciate your interest in the xxx.  We will maintain your resume on file and suggest that you check our career site and apply for job postings that you are passionate about and for which you qualify.

We would also like to invite you to remain informed about the work that xxx is doing.  The best ways to do that are on our website, or other social media detailed below for example, Facebook and Twitter.

Again, thank you for applying. We wish you all the best.

---

Again you were impressive but we want to continue looking —

Dear Arun,

Thank you for the interest you have expressed in employment with xxx IT for the position of Sr Director IT Service Management.  Although your experience is impressive, our hiring team has decided to continue the search. 

At this time, your resume will be retained for at least one year in our database.  You will be contacted in the event our employment needs should change. We also encourage you to visit our website as new positions become available.

We appreciate your interest in our company and wish you success in your search.

---

We thought you were a match but now you are not—

Dear Arun,

Thank you for submitting your resume for our Chief Information Officer position, and for your interest in our firm.

Your qualifications have been reviewed, and although they are impressive, we do not feel that they are a match for our current opportunity.

We are sure your credentials and abilities will lead to other excellent opportunities, and we wish you every success in your career.

---

Don’t call us we will call you—

Hi Arun,

Thank you for your interest in the VP, Technology & Operations role for xxx. We have received your information and if there is interest in moving forward with your candidacy we will be reaching out to you in the next few weeks.

Thank you for your patience in our reply, as we had many applications for this impactful opening on our team.

---

You didn’t get the job. Here is who did—

Hi ARUN,

Thank you for your application for the position of Chief Information Officer for the xxx.  Interviews for the position were held in early March.

Xxx officials have appointed Ms. xxx as their next Chief Information Officer.  Ms. xxx has most recently served as a Manager of IT Infrastructure and Operations.  Prior to that, she worked in the IT field as a Director for more than 12 years.  Ms. xxx has a Master’s degree in Communication System Strategy & Management and a Bachelor of Science degree in Mathematics. 

Although you were not selected for this position, the xxx and GovHR xxx want to thank you for your interest and effort in competing for this position.  We extend our best wishes for continued success in your professional endeavors.

Please feel free to stay in touch with our office regarding professional opportunities in the future.

---

You were not qualified—

Arun,

Thank you for your application for the CTO/SVP, Architecture, Engineering & Technology search we are doing at xxx.   After reviewing your background, we have concluded that there are other candidates better qualified for this role.  That said, thank you for your time in contacting us. 

With regards,

---

There were too many qualified CIOs —

Arun:

Thank you for your interest and for taking the time to speak with us about the CIO role at xxx.  We were impressed with your experience, but you were one of many qualified candidates whom we considered for this position.  Therefore, we will not be proceeding with your candidacy for this role at this time.

We wish you the best of luck in your future career, and thank you again for considering an opportunity with xxx.

---

Not holding my breadth —

Dear Arun,

We received your application for employment with xxx for the position below.

Job Title: Chief Information Officer

Department: Finance and Administration

 Thank you for your interest in our University.  The screening and selection

process is currently underway and will continue until a candidate is chosen. If

a decision is made to pursue your candidacy, you will be contacted by the hiring

manager.

 Sincerely,

Human Resources

---

The role has been frozen for now— 

Dear Arun,

Thank you for your application for the position as CIO, xxx Group.

 After careful consideration and with respect for current business priorities, we have decided to continue our interim IT Management solution throughout Q4 2013. Consequently the recruitment process for the CIO position has been postponed. We acknowledge and respect the energy you have put into your candidacy and apologize for any inconvenience in this regard. As the recruitment process may continue in a few months’ time, we kindly ask you to let us know, if you wish to sustain your candidacy for the CIO position. If so, please reply to this email no later than October 1, 2013.

Once again we apologize for any inconvenience this may have caused.

 Best regards,

Human Resources, Zacco Group

The Questions That Get Interesting Looks

I have been actively interviewing.  While it has been an interesting time to look for a senior level role I have been cautious about the organizations I have been interviewing with. I have come to realize that some organizations still do not see IT has a strategic tool but purely at a utility with no real long-term value. It is these organizations that I try to stay away from and recently have passed on further interviewing.

I use the initial interview to really get a sense of the organization. And if there are any red flags politely decline further interviews. Here are some of the questions I have asked during the interview:

• Is technology a component of the business plan?
• How do executives obtain information?
• What goals and values define the current technology organization?
• Are technology best practices and standards followed?
• How does the enterprise select and acquire technology?
• How effectively does the current portfolio of application support members?
• How does the enterprise implement technology?
• How does the enterprise manage and maintain technology assets?
• How does the enterprise manage security, privacy, integrity, and compliance?
• How does the enterprise measure performance?
• Is there a willingness of staff to embrace openness and change?
• Is there a willingness of senior executives to serve as stewards of IT and ensure IT supports the mission?
• Is there a willingness to keep things that work and get rid of those that don’t ‐ whether it is a legacy software application, broken business process or failing project ‐ reallocating resources to better investments?
• Is there sufficient resources to support initiatives with skilled personnel, funding, and time?
• Is there active and visible senior management support?
• Is there a well‐defined and disciplined processes for information capture, stewardship, and quality and accuracy assurance of information?

I have been amazed about some of the responses I have received. But it is better to find out now then 6 months into your tenure where you might be struggling.

CIO.com – How to Ace a CIO Job Interview

Have you ever wanted to know what a CIO’s interview is like? Meridith Levinson wrote a great article on CIO.com on how to ace a CIO job interview. This is a must read for CIOs or aspiring CIOs.

http://www.cio.com/article/679013/How_to_Ace_a_CIO_Job_Interview?page=1&taxonomyId=3123

Back on the Line

I have hit my 6 month anniversary of being back at work. I feel like the last year and half is a distant memory. I look back on my time out of work as a time of inner reflection about who I am and what I want from my career and life. While I don’t have all the answers I know a little more about myself – as corny as that may sound.

The good news is some of my friends that have been out of work have landed. The bad news is others are still in the search. Some have even recently lost their jobs. The economy is still not back to normal – whatever normal means today. Firms are still cautious about recruiting especially senior executives.

My advice to those still searching–keep a positive attitude. Don’t lose hope! Use your time to indulge in the things you wanted to try but never could. Most of all enjoy the time with your family.

To those that have recently lost your job -the road will be difficult. There will be times when you will feel depressed. You will be rejected over and over again in your search. Understand it is not you but the job market. Talk to family and peers about how you are feeling. Have a routine in your job search but do not let it consume your entire day. Stay positive and keep networking.

Brothers and Sisters: When Our Peers Need Help

There is no doubt that this last year has been hard on us all. Unemployment is still at an all time high. Companies are still in a “wait-n-see” mode. The future still looks bleak.

Over the course of writing this blog, I have been in contact with at least 25 IT people who have been out of work. Some have been out work for 3 or more months while others, like myself, have been out of work for a year. Some were former CIOs, CTOs, MDs, SVPs, managers, and administrators. All lost their jobs through downsizing and cost cutting.

I had a recent conversation with a manager who was let go 6 months ago and was struggling to pay his bills and support his family. I wish I were in a position to offer him a job. Instead, I offered him access to my network on LinkedIn and other peer networking groups I am affiliated with. I hope things work out for him.

As IT professionals it is our responsibility and duty to look after each other. If you are in a position to help others please do so. Your kindness will go a long way in helping others.

My Friday Post: Mulligan – Getting a Second Chance

Like most execs I spent very little time worrying about my network. Who really has the time especially when you put in 12 hour days. And those in my network worked in the same industry as myself. Well that was a mistake on both counts. When the financial crisis occurred my network crumbled like a house of cards. So I had to rebuild my network from the ground up.

I learned from my failure. I wanted my network to be broad and general. No more will I just have people in one particular industry. One-way I am rebuilding my network is by golfing. I am at the driving range 2 to 3 times per week and play a round at least once per week.

Golfing is about more than golf. It is a chance to get to know someone outside of an office setting. There is a certain comfort level to be said on a golf course, which you do not find elsewhere. I am not a good golfer. But so what? Most people that do play are not good either. That is what makes it fun. You are playing a round with someone which can last anywhere from 2 to 5 hours. That is a lot time to talk about business, family, socialize, and network with strangers.

This week alone I played with an owner of a construction company that gave me three names of people to network with. All because I played a round of golf with him for the first time and he like our conversation. Can you ask for any better way of networking? No elevator pitches, no formal interviews. Just two guys bulls##ting on a nice day shanking balls around a course and having fun doing it.

For those of you not playing golf and that want to broaden your network, take a few lessons with a pro and get out there. Those of you out-of-work, get out from behind your computer and go and enjoy some fresh air. Who knows, you might meet your next boss on the links. The worst that could happen is your Rolodex will be full with names. And in a world where networking is king, there is nothing wrong with that. Right?

Qualify Your Professional Network

There was a recent discussion on LinkedIn regarding tight versus broad networks (LinkedIn Strategies – Tight vs Broad Network). Is it more effective in a  job search to build a network of close connections or instead, build a network with a broad reach, but weak connections?

This is an interesting discussion. Recently I have been trying to qualify my network. I have been building my network for a little over a year now. At first, I thought it should be a numbers game. How many people can I connect with? I immediately saw diminishing returns.

To put things in perspective, I currently have:

• 277 contacts on LinkedIn.
• 180 following/156 followers on Twitter.
• 20 people actively following my blog daily and commenting
• 150 non-family contacts in my contact database

Of all the above contacts I consider maybe 10 contacts can help me find a new position or are people that remain in touch with me. What does this mean? Have I failed in networking? Should I have a tighter network or a better network? These are questions I ask myself everyday.

Here is what I do know.

• Maintaining a network takes time and effort on your part.
• If you are seeing no responses from your network then you should not put the effort in networking with that person. I know this seems harsh. But lets face facts, if you email and call someone and they do not respond then it is clear they are not interested in maintaining a link with you.
• Move on and find others that will return your emails and telephone calls. Even if they do not have a position, they are just checking in with you to maintain a link.
• Maintain a network that brings value to you.

I have started to be more discriminating in whom I add to LinkedIn and follow on Twitter. I want to have contacts that I can help and that can help me both in the short and long-term. It is not a numbers game anymore for me. It is about quality relationships with people.

What do you think about maintaining a network? What are your thoughts on how to maintain a network?

Only Apply If You Are Employed?

There was an interesting article in the WSJ, Only the Employed Need Apply, by Dana Mattioli. In this article Dana writes that some companies are bypassing unemployed workers and trying to hire only employed workers. “If they’re employed in today’s economy, they have to be first string” says Ryan Ross, a partner with Kaye/Bassman International Corp., an executive recruiting firm in Dallas

These are unusual times. The unemployment rate is at 9.4% and ticking up every month. Firms are still cutting staff. It is unfair for firms to think that just because a person is unemployed, they are not as good as those who are employed. The fact of the matter is there are good and bad people who are unemployed. In today’s economy there are probably a higher percentage of good out-of-work people who got laid off. I know several people (me being one) who got laid off through no fault of our own. These people were former traders, salespeople, recruiters, COOs, and IT executives who were good in their jobs. Their departments or divisions were eliminated. Being unemployed does not make them or me bad people. It just makes us available to take on new challenges and bring our experience and expertise to a company that understands our value.

Turning a Corner? A CIO’s Job Search

For those of you that read my blog regularly know that I have been out of work since September. I have been looking but there have been very few opportunities since the October financial meltdown. In fact, it has been dead. I liken it to being in sailboat with no wind-aimlessly drifting in a void.

That is until this week. There have been at least a dozen job postings for senior level IT people in the New York area. What has happened in the last few weeks? Is the economy turning a corner? Are firms beginning to hire? Who knows?

I got two interesting phone calls this week. One was from a recruiter, “Hello. I have a client that is looking to expand IT operations into the northeast. What do they need to accomplish this task?” Now you must be chuckling to yourself. Is this recruiter serious? Before I could even begin to answer this question, I had to ask for more details. Any good executive would. Of course, the recruiter could not provide much in the way of any useful details. In fact, I gave her a list of questions to ask her client. I said before you begin calling executives you should have a clearer understanding of what exactly the client is trying to accomplish. The talent pool in the NYC arena is large but you have to know what to ask. If not you would embarrass yourself and your client.

The second phone call was from a HR person. We all know HR people are more clueless than anyone on the face of the planet. So any HR person that calls me I am always weary. This was no exception. “We have a small IT shop and we had to let some people go, which caused service levels to deteriorate and now business is suffering and we need to bring service levels back up to acceptable standards. Where should we focus our efforts?”

I asked both the recruiter and HR person that if their client/company wants help to answer these questions and help guide them I am more than willing to come in even on a consultant basis to help. Of course I got the “We are just in an exploration phase and not ready to bring people in at this time” answer.

Am I disappointed? No. I am actually happy to see that the job market is starting to have a pulse. Even though it seems to be a very slight pulse it is a pulse none-the-less. Things are not totally dead and maybe things will continue to improve for everyone. So I am still keeping my fingers crossed….

Résumés – Are You Lost?

Wikipedia Definition – A résumé is a document that contains a summary or listing of relevant job experience and education. The résumé or CV is typically the first item that a potential employer encounters regarding the job seeker and is typically used to screen applicants, often followed by an interview, when seeking employment.

A Curriculum Vitae (loosely translated as course of life) provides an overview of a person’s life and qualifications. It differs from a résumé in that it is appropriate for academic or medical careers and is far more comprehensive. A CV elaborates on education to a greater degree than a résumé. A résumé is tailor-made according to the post applied for. It is job-oriented and goal specific. One of the key characteristics of a proper résumé is conciseness. 

(Definitions pulled from Wikipedia)

Those of you that read my blog know that I have been out of work since September 2008. During this time I have met with or consulted with a variety of professionals: large scale recruiters, boutique recruiters, career coaches, life coaches, outplacement counselors, professional résumé writers, human resource professionals, etc. It is interesting to hear each professional’s take on what the resume format should be.

Here is a short list items that have been said to me – in no particular order:

1. Keep your resume to 1 page
2. Keep your resume to 2 pages
3. Senior executives should summarize on their resume
4. Use details to convey your accomplishments
5. Use bullets points
6. Don’t use bullet points
7. Use dates sparingly
8. Use dates where you can
9. Have a summary statement that is eye catching
10. Don’t use a summary statement it is out dated
11. Use tag words to pop up on searches
12. Don’t use too many buzz words
13. Quantify and qualify your work experience and its impact to business
14. Use hard numbers
15. Don’t use specific numbers
16. Use more business jargon
17. Your experiences should be painted in broad strokes
18. Be creative
19. Take chances
20. Resumes should convey “Shock and Awe” (This is my favorite)

See what I mean? It is confusing. I have revamped (totally overhauled) my resume several times based on the advice I was given. Honestly, while I have been around for sometime and have years of experience under my belt there are only so many ways to say something.

With millions of Americans out of work and the only thing to represent you is an 8-1/2 x 11 piece of papyrus, what should the resume format and message be? If the professionals cannot come to a consensus, how is the average Joe/Jane suppose to know?

Is the resume out-dated in these times?