Q: I have been in the workplace for the past 30 years, and I have many leadership skills. I was laid off during a downsizing after 15 years with that organization, and it has been more than three years since I my last paycheck. It is also difficult finding a job equivalent to my last one. How can I get back on track? How do I present myself so others will want to hire me?
I am part of the senior leadership team at a national not-for-profit. We are hiring a new executive director, and I was asked to review references for the two finalists. Most of the references were superb. However, there was a reference for one of the candidates (“Candidate One”) was absolutely scathing. It seemed so out of line with what the other references shared that I am inclined to disregard it. What do you suggest?
One attribute I find to be a great indicator of success is the candidate who doesn’t solely focus on those skills and attributes that can be objectively measured. It’s the candidate that communicates energy, excitement about the mission and a sense of commitment to the cause who catches this recruiter’s attention.
The discussion about how to implement a winning diversity strategy is as intriguing as it is ongoing. I read a recent thread on this topic on LinkedIn where there were comments about identifying specific goals, figuring out which specific tiers of an organization need to be addressed, overall organizational accountability and retention issues.
I am older than 50, and I am having a difficult time accepting repeat rejections during my job search. It is frustrating and difficult to find meaningful work. What is an older employee to do in this economy?
I am a board member at a $10M non-profit in the North East. Our current Executive Director is coming up for review, and we are struggling with how to ask her to leave. The organization’s finances are in a pitiful state, morale is low, and, apparently, some key community relationships have deteriorated under her watch. How do we handle this touchy situation? Do we just ask her to leave?
Q: We updated our fundraising department with new software that allows us annually to reach thousands of targeted prospects. Our current Development Director does not know how to work the software, and she is a bit of a technophobe. Already, we see gaps between how she conducts outreach and what our new software can do. What should we do with her?
Question: I hear what you need to get a senior-level job these days is an “Executive Profile,” not a resume. A friend described the profile as a detailed document describing the information usually contained on a resume and more. Can you elaborate?