I spoke recently with an executive who had a most successful corporate career in the TV business and has since for some years been in more entrepreneurial positions developing projects and new businesses. He wants to get back to a more structured environment but is concerned that having been out of the corporate system for some years might disqualify him. His thought was that corporations are looking for neat fits of people who are currently or have recently been in corporate jobs and that his time outside the fence would disqualify him.
Well it shouldn' t. Everyone I talk to in big media firms is telling me the same story and that is of restructuring and rethinking and new business models and fewer people doing the work that used to be done by many ... and smaller paychecks. Does that sound right, my corporate friends?
My experience is that people who have grown up in highly structured organizations where everyone knows where they fit into the pecking order, and who has what title and so on, are not always the best people to implement the kinds of changes that are needed to bring media firms up to date. The status quo that corporate employees have long thrived on is dead. That security blanket is no more. In fact things will be in a constant state of flux for the foreseeable future so anyone who works best in a fixed orbit with known parameters will not fare well or be sufficiently effective.
But someone who has not only worked successfully in a corporate environment, yet can also bring first hand experience of an inventive, open and entrepreneurial way of thinking to the table, will be enormously valuable in so many companies today. This combination is something that corporate managers should be looking for.
I suggest to you that if you have this hybrid background, you would do well to frame yourself in those terms: as an entrepreneurial change agent who is excited at the prospect of helping to mold the new media world, yet still able to work collegially within the system. This combo could be your edge.
So this is a word to corporate hiring executives and to those who aspire to get in there and help reinvent the media business. All experience is good experience. And a candidate with a variety of experience is often a stronger one than the person who has stayed "on track" for their whole career.
This article by Michael Pollock first published in Cynopsis Advantage.
Tuesday, March 16, 2010
Q+A:How should I address my interviewer?
~ ASK THE EXPERTS ~
Questions from our Readers
Answered by Michael Pollock
FIRST PUBLISHED IN CYNOPSIS ADVANTAGE
Q: If the interviewer doesn't tell you want to call him/her, should I use their last name? Show confidence and refer to them by their first name? Go formal and use Miss, Mrs. or Ms.? Sir? Ma'am?
A: For the media business I would avoid anything too formal. But of course be polite. You should probably enter the room confidently and as you go for the handshake, introduce yourself by your first and last name. Perhaps you'll get a cue from your interviewer: if they call you by your first name then you can respond in kind.
But really, if there are only two of you in the room, why do you need to use a name at all? They know who you are talking to. I myself find it extremely irritating when people use my name to me in a form like, "I am glad you asked that, Michael." Or "Let me tell you something, Mr. Pollock." (Was Dale Carnegie responsible for this?)
So on balance you will most likely get through the whole interview without needing to call them anything. Just keep your mind on being the best person to solve their problem, and try not to fret about the name thing.
Questions from our Readers
Answered by Michael Pollock
FIRST PUBLISHED IN CYNOPSIS ADVANTAGE
Q: If the interviewer doesn't tell you want to call him/her, should I use their last name? Show confidence and refer to them by their first name? Go formal and use Miss, Mrs. or Ms.? Sir? Ma'am?
A: For the media business I would avoid anything too formal. But of course be polite. You should probably enter the room confidently and as you go for the handshake, introduce yourself by your first and last name. Perhaps you'll get a cue from your interviewer: if they call you by your first name then you can respond in kind.
But really, if there are only two of you in the room, why do you need to use a name at all? They know who you are talking to. I myself find it extremely irritating when people use my name to me in a form like, "I am glad you asked that, Michael." Or "Let me tell you something, Mr. Pollock." (Was Dale Carnegie responsible for this?)
So on balance you will most likely get through the whole interview without needing to call them anything. Just keep your mind on being the best person to solve their problem, and try not to fret about the name thing.
Q+A:What should I bring to an interview?
~ ASK THE EXPERTS ~
Questions from our Readers
Answered by Michael Pollock
FIRST PUBLISHED IN CYNOPSIS ADVANTAGE
Q: What should I bring to an interview? I don't want to bring too much stuff, and yet be prepared for anything.
A: Bring your portfolio of work if that applies. Bring your sizzle reel or other material that can be left behind. Bring a few copies of your resume. Bring a notebook and pen in case you get any ideas or learn anything that you need to remember. That is about it.
The most important stuff will be in your head: who you are, why you are valuable, your stories that demonstrate this, your knowledge of the company and understanding of their brand, your grasp of what they are looking for. Internalize all this, relax and remember they need you just as much as you need them. And don't forget to turn your phone off!
Questions from our Readers
Answered by Michael Pollock
FIRST PUBLISHED IN CYNOPSIS ADVANTAGE
Q: What should I bring to an interview? I don't want to bring too much stuff, and yet be prepared for anything.
A: Bring your portfolio of work if that applies. Bring your sizzle reel or other material that can be left behind. Bring a few copies of your resume. Bring a notebook and pen in case you get any ideas or learn anything that you need to remember. That is about it.
The most important stuff will be in your head: who you are, why you are valuable, your stories that demonstrate this, your knowledge of the company and understanding of their brand, your grasp of what they are looking for. Internalize all this, relax and remember they need you just as much as you need them. And don't forget to turn your phone off!
Wednesday, March 10, 2010
Have your stories ready
Pitching an idea? Looking for a job? Facing an interview? Then tell stories. This simple and time-honored technique lies at the heart of the way to sell yourself and your ideas.
Tell your stories. Tell stories that will suck people in, make their eyes open wider and then watch them lean in and want to hear more.
If you choose your stories well – which incidentally I insist that you do – then each of these stories will, as subtext, tell the story of you that you want to tell. Tell of things that you did in your career, of successes and excitements. (Donʼt bother with the disasters and the failures – the story of how you were not able to sell your great idea will work against you, however good the idea may have been.)
Make them vivid and specific – name names and brands and programs and networks. If you have worked in another country, if you have built a business or started from scratch or developed a team – have the story ready. When you do this you will find that the stories engage not only the listener, but also you the storyteller. Telling your stories will give you energy you didnʼt know you had, and that will be infectious.
I am working with a client who is enormously accomplished but had been talking about herself in generalizations. Even she was bored when she talked about herself. We worked on choosing some stories that would speak volumes about her value and experience. We talked about picking from among them, the stories that would work for a particular situation or interviewer. We talked about how the
stories she told would add up to a compelling picture of who she is and what sheʼs done and what value she brings: in specifics not in generalizations.
My client had an interview yesterday. She told me today that it was a “Great” interview.” “Why?” I asked. “Because for the first time in an interview I told stories. Telling them gave me a confidence that I never had. And while usually I feel I am too quiet, this gave me energy.”
So think about the stories from your career. Pick the ones that you get excited about and frame them so that they frame you brilliantly. And tell them.
Tell your stories. Tell stories that will suck people in, make their eyes open wider and then watch them lean in and want to hear more.
If you choose your stories well – which incidentally I insist that you do – then each of these stories will, as subtext, tell the story of you that you want to tell. Tell of things that you did in your career, of successes and excitements. (Donʼt bother with the disasters and the failures – the story of how you were not able to sell your great idea will work against you, however good the idea may have been.)
Make them vivid and specific – name names and brands and programs and networks. If you have worked in another country, if you have built a business or started from scratch or developed a team – have the story ready. When you do this you will find that the stories engage not only the listener, but also you the storyteller. Telling your stories will give you energy you didnʼt know you had, and that will be infectious.
I am working with a client who is enormously accomplished but had been talking about herself in generalizations. Even she was bored when she talked about herself. We worked on choosing some stories that would speak volumes about her value and experience. We talked about picking from among them, the stories that would work for a particular situation or interviewer. We talked about how the
stories she told would add up to a compelling picture of who she is and what sheʼs done and what value she brings: in specifics not in generalizations.
My client had an interview yesterday. She told me today that it was a “Great” interview.” “Why?” I asked. “Because for the first time in an interview I told stories. Telling them gave me a confidence that I never had. And while usually I feel I am too quiet, this gave me energy.”
So think about the stories from your career. Pick the ones that you get excited about and frame them so that they frame you brilliantly. And tell them.
Monday, March 8, 2010
Design firm gets team in sync for marketing effort
It’s critical that my clients – especially the creative people I work with – are deeply involved with their own professional development, both strategically and tactically. Just telling them what they should do doesn’t work. Without full understanding of why to take a particular course of action – and without having worked through the possibilities and come to the conclusion themselves – they will not follow through.
So the way I work has developed over time, moving from traditional consulting methods to incorporate the tools and techniques of coaching and workshops: I help my clients to arrive at their own conclusions. I create the framework, bringing my experience and suggestions to the table so that ultimately my clients are enabled to address their own challenges and discover their own opportunities.
The effect is magnified when I work with a team as it's reinforced and multiplied by their collaboration over time. A most valuable added benefit for teams is that they learn anew how to work with each other. A Workshop takes them out of their regular day-to day roles and they step back and revisit the larger picture.
I recently led a Marketing Workshop with the core team of a design firm and here is what the owner told me afterwards:
“The work we did together was certainly helpful, for me to have an outside perspective, but perhaps the most important thing being that we all thought as a team and came to an understanding of what it means to work at (the company) and what we stand for.”
These words made my heart glad. After all, how effective can your marketing be if it does not spring from these fundamental understandings. This is exactly the sort of result that a Workshop can provide.
So the way I work has developed over time, moving from traditional consulting methods to incorporate the tools and techniques of coaching and workshops: I help my clients to arrive at their own conclusions. I create the framework, bringing my experience and suggestions to the table so that ultimately my clients are enabled to address their own challenges and discover their own opportunities.
The effect is magnified when I work with a team as it's reinforced and multiplied by their collaboration over time. A most valuable added benefit for teams is that they learn anew how to work with each other. A Workshop takes them out of their regular day-to day roles and they step back and revisit the larger picture.
I recently led a Marketing Workshop with the core team of a design firm and here is what the owner told me afterwards:
“The work we did together was certainly helpful, for me to have an outside perspective, but perhaps the most important thing being that we all thought as a team and came to an understanding of what it means to work at (the company) and what we stand for.”
These words made my heart glad. After all, how effective can your marketing be if it does not spring from these fundamental understandings. This is exactly the sort of result that a Workshop can provide.
Tuesday, February 23, 2010
Q+A: How many interviews?
~ ASK THE EXPERTS ~
Questions from our Readers
Answered by Michael Pollock
FIRST PUBLISHED IN CYNOPSIS DIGITAL ADVANTAGE
If I am interviewing at a large corporation, how many interviews will I have before interviewing with the person that actually makes the decision?
The hiring decision is effectively made jointly by all your interviewers you often can' t tell who are the ones that really count. Any one of them could have veto power.
Often the second person you meet is the one who is kinda sorta making the decision except that they may need to run it by some others who could say no: could be other team members, or it could be their supervisor who wants to vet the one or two finalists.
So you have to assume that each person you meet is the key one. In my corporate life I have seen candidates meet with five or six people after the key manager and they each had veto power. Overkill? Probably. A way of stalling a decision? Certainly. But each of those interview reports added to the picture. And don' t ever forget that it is easier for them to say no than to say yes.
Michael Pollock is President of Pollock Spark (www.pollockspark.com). He is an Executive Coach and Consultant to Creative and Media professionals.
Questions from our Readers
Answered by Michael Pollock
FIRST PUBLISHED IN CYNOPSIS DIGITAL ADVANTAGE
If I am interviewing at a large corporation, how many interviews will I have before interviewing with the person that actually makes the decision?
The hiring decision is effectively made jointly by all your interviewers you often can' t tell who are the ones that really count. Any one of them could have veto power.
Often the second person you meet is the one who is kinda sorta making the decision except that they may need to run it by some others who could say no: could be other team members, or it could be their supervisor who wants to vet the one or two finalists.
So you have to assume that each person you meet is the key one. In my corporate life I have seen candidates meet with five or six people after the key manager and they each had veto power. Overkill? Probably. A way of stalling a decision? Certainly. But each of those interview reports added to the picture. And don' t ever forget that it is easier for them to say no than to say yes.
Michael Pollock is President of Pollock Spark (www.pollockspark.com). He is an Executive Coach and Consultant to Creative and Media professionals.
How to make word of mouth work for you
We know that most business and most jobs come from connections. So it is much to be desired that your friends and colleagues and clients tell their connections about your value and what you can do for them.
In fact since valuable information is a premier form of currency, in business and socially, people actually like to pass it on. It gives them credit, it aggrandizes them as someone in the know. They get points for good leads.
So do them a favor and make it easy for them. Give them guidance in what they say about you. Give them the words, the value statement, the anecdotes, that will make them eager to pass it on. But you won't be saying to them directly "Here's what you should say when you talk about my business." You will be talking about yourself and your work in such a way that it becomes clear to them how they will talk about you. They will have loved the story you told them - that carefully chosen story that underscores your capabilities. They will have loved it so much that they will tell it over and over again. Because it makes them seem - yes - in the know.
In fact since valuable information is a premier form of currency, in business and socially, people actually like to pass it on. It gives them credit, it aggrandizes them as someone in the know. They get points for good leads.
So do them a favor and make it easy for them. Give them guidance in what they say about you. Give them the words, the value statement, the anecdotes, that will make them eager to pass it on. But you won't be saying to them directly "Here's what you should say when you talk about my business." You will be talking about yourself and your work in such a way that it becomes clear to them how they will talk about you. They will have loved the story you told them - that carefully chosen story that underscores your capabilities. They will have loved it so much that they will tell it over and over again. Because it makes them seem - yes - in the know.
Are people pleased to hear from you?
When people hear your name in a voice-mail or see you in their inbox, how do they feel? Which messages do they want to respond to first (or at all)?
My guess is that they will want to reply to someone who is going to help them; someone who can offer them advice, or come up with just the service they need; someone who'll give them some useful information. They probably will not be so interested in talking to someone who always wants something from them, or is going to nag them or make them feel guilty, or have to explain themselves.
And please don't say to them, "Didn't you get my messages last week?" That puts them way on the back foot. If they haven't responded, just go into the conversation, or message, as if this was the first time.
Think about it; when you look at your messages, whose calls do you respond to? Put yourself in their place when you pick up the phone, or hit "send."
My guess is that they will want to reply to someone who is going to help them; someone who can offer them advice, or come up with just the service they need; someone who'll give them some useful information. They probably will not be so interested in talking to someone who always wants something from them, or is going to nag them or make them feel guilty, or have to explain themselves.
And please don't say to them, "Didn't you get my messages last week?" That puts them way on the back foot. If they haven't responded, just go into the conversation, or message, as if this was the first time.
Think about it; when you look at your messages, whose calls do you respond to? Put yourself in their place when you pick up the phone, or hit "send."
BehavioraI Interviewing - what it means to you
~ ACTIONABLE EXPERT ADVICE ~
by Michael Pollock
This article first appeared in Cynopsis Digital Advantage
I love that people give things names. I guess it helps the search engines. So there is an interview practice called Behavioral Interviewing. It posits that you can tell most about how someone will perform by finding out how they performed in similar situations in the past. We have all probably asked, or responded to, interview questions that tip the hat to this thinking.
Interviewers decide what skills and aptitudes are needed for a particular position: problem solving, leadership, communication, team building and so on. Then they will ask candidates to recount how they have behaved in the past in situations that will demonstrate past performance at these.
Here are some behavioral interview questions developed by The College at Brockport of SUNY:
This style is a simple and effective discovery format for interviewers and provides candidates with the perfect platform for using their pre-prepared career-success anecdotes to best advantage.
The SUNY report also tells me the following:
You should in any case have developed a whole slew of anecdotes that illustrate your past performance (see my columns passim). Make them totally specific, with as many details as you can to make them vivid and powerful.
Do your due diligence on the job you are going after. Make some smart guesses as to what they are going to be needing there will be clues in the job ad and also in any conversations you have had with them. Think about each of your stories and what it exemplifies about your experience and your approach to situations. This will give you the ammunition you need to impress at any interview, behavioral or traditional.
Michael Pollock is President of Pollock Spark (www.pollockspark.com ). He is an Executive Coach and Consultant to Creative and Media professionals. He works with people in film, TV, advertising, design, marketing, music and the Internet, bringing them the experience, techniques and inspiration to take their businesses and careers to new levels of success.
by Michael Pollock
This article first appeared in Cynopsis Digital Advantage
I love that people give things names. I guess it helps the search engines. So there is an interview practice called Behavioral Interviewing. It posits that you can tell most about how someone will perform by finding out how they performed in similar situations in the past. We have all probably asked, or responded to, interview questions that tip the hat to this thinking.
Interviewers decide what skills and aptitudes are needed for a particular position: problem solving, leadership, communication, team building and so on. Then they will ask candidates to recount how they have behaved in the past in situations that will demonstrate past performance at these.
Here are some behavioral interview questions developed by The College at Brockport of SUNY:
- Give me an example of a time when you had to keep from speaking or making a decision because you did not have enough information.
- Have you ever had difficulty getting others to accept your ideas? What was your approach? Did it work?
- Have you ever had to "sell" an idea to your co-workers or group? How did you do it? Did they "buy" it?
- Describe a recent unpopular decision you made and what the result was.
- Describe an instance when you had to think on your feet to extricate yourself from a difficult situation.
This style is a simple and effective discovery format for interviewers and provides candidates with the perfect platform for using their pre-prepared career-success anecdotes to best advantage.
The SUNY report also tells me the following:
- Candidates who prepare for behavioral interviews are better prepared - even for traditional interviews.
- Using behavioral answers works well with inexperienced interviewers.
- Companies that invest the time and energy in developing behavioral interviews often attract top candidates. Top candidates make the company a more desirable place to work.
You should in any case have developed a whole slew of anecdotes that illustrate your past performance (see my columns passim). Make them totally specific, with as many details as you can to make them vivid and powerful.
Do your due diligence on the job you are going after. Make some smart guesses as to what they are going to be needing there will be clues in the job ad and also in any conversations you have had with them. Think about each of your stories and what it exemplifies about your experience and your approach to situations. This will give you the ammunition you need to impress at any interview, behavioral or traditional.
Michael Pollock is President of Pollock Spark (www.pollockspark.com ). He is an Executive Coach and Consultant to Creative and Media professionals. He works with people in film, TV, advertising, design, marketing, music and the Internet, bringing them the experience, techniques and inspiration to take their businesses and careers to new levels of success.
Tuesday, February 16, 2010
What does your next level look like?
I sent this as a special and yes, loving, Valentine's Day Sparkings dedicated to my clients past, present and future. I love your ambition, your ideas, your determination and most of all your passion. It's our passion that appeals to clients and employers. Its our passion that appeals to the talented people we work with. And its our passion that propels our careers or businesses to the next level. (What, you surely didn't think this was going to be some sort of sappy Hallmark card?)
But what is the next level? What does it mean to you? Of course each of us has our own passion - our own idea of what that next level is. Life is no Prince of Persia where we are all after the same things. There are no cheat codes for us!
I thought it would be helpful to describe briefly some of the next levels that I am talking about with clients right now. You may see something that helps you clarify your own thinking as you plot strategy for your next steps.
What's your next level?
Here's what some pollock|spark clients - all creative professionals - are working toward achieving. Each of them driven by their own particular passion.
A graphics design firm that has more work than it can handle is charting a plan to manage growth and stay true to its love of design.
A passionate lifelong music lover who is an expert on complex contractual deals is positioning herself for a stronger focus on the music licensing business.
A print journalist is moving into TV to build a stronger platform for her work.
An industrial design firm is focusing and revamping its marketing efforts to get more of the kind of work they love.
A print magazine editor is building her presence as an expert.
A film director has focused the work on the stuff that comes from the heart - and is now signing representation agreements.
An architect with an artistic background is positioning for opportunities to positively affect the urban environment.
A film editing company is restructuring to apply their talents to the changing advertising market.
An accomplished music producer is designing a new business model to realize his vision.
A PR firm's manager is energizind his staff by passing on to them the skills he has built up over his career - the things that excite him.
All those terrific TV industry folks who respond to my Cynopsis career advice columns are identifying their own passions, focusing their resumes and seeking out just the right job opportunities.
But what is the next level? What does it mean to you? Of course each of us has our own passion - our own idea of what that next level is. Life is no Prince of Persia where we are all after the same things. There are no cheat codes for us!
I thought it would be helpful to describe briefly some of the next levels that I am talking about with clients right now. You may see something that helps you clarify your own thinking as you plot strategy for your next steps.
What's your next level?
Here's what some pollock|spark clients - all creative professionals - are working toward achieving. Each of them driven by their own particular passion.
A graphics design firm that has more work than it can handle is charting a plan to manage growth and stay true to its love of design.
A passionate lifelong music lover who is an expert on complex contractual deals is positioning herself for a stronger focus on the music licensing business.
A print journalist is moving into TV to build a stronger platform for her work.
An industrial design firm is focusing and revamping its marketing efforts to get more of the kind of work they love.
A print magazine editor is building her presence as an expert.
A film director has focused the work on the stuff that comes from the heart - and is now signing representation agreements.
An architect with an artistic background is positioning for opportunities to positively affect the urban environment.
A film editing company is restructuring to apply their talents to the changing advertising market.
An accomplished music producer is designing a new business model to realize his vision.
A PR firm's manager is energizind his staff by passing on to them the skills he has built up over his career - the things that excite him.
All those terrific TV industry folks who respond to my Cynopsis career advice columns are identifying their own passions, focusing their resumes and seeking out just the right job opportunities.
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