I can’t possibly say how much I dig this article. Ben Popper at Business Insider advises companies Want To Hire Smart? Ditch The Resumes. Regardless of whether you’re in the middle of a job search or gainfully employed, I think the ideas highlighted in the article will resonate with you.

For me, resumes are like elevator pitches. Excellent at helping job seekers fine-tune their professional marketing focus but utterly worthless when it comes to adequately communicating overall strengths and value. And for HR pros and hiring managers, the resume becomes a lazy way out of understanding what a candidate can do for the organization. The reason is that a resume is all about past history and nothing about the present and future. And God forbid you want to move toward a different type of job or enter a different industry; that damn resume virtually locks you out of those options.

As Ben ends the article:

In an age of disruptive business models, a resume doesn’t say much. The smart hire puts the candidates ideas first, then looks to see how they network and collaborate. It’s about seeing what someone can go, not where they’ve already been.

Of course, this means that both company and candidate have to dance to the same tune. A few courageous business execs are out there rewriting how they find great talent. What’s your organization doing to kill the resume and start uncovering an individual’s actual value, their strengths that transcend a piece of paper?

photo credit: brymo (via flickr)

I wish I didn’t have to write this post. I wish it wasn’t required to point out something that seems so damn obvious. But it has become tragically necessary based on far too many things said and emailed to me lately. Therefore, I’m going to attempt to clear up an unfortunate misconception that blinds too many otherwise smart individuals. It’s called Big Brand Blindness and its based on a lie that seems to carry so much weight:

An individual with little-to-no “big brand” professional experience isn’t able to be effective in a large corporate environment.

To which I can only say, “Bullshit!” It’s pure crap and constructed from at least five myths. Let’s take a look at each one that unfairly stigmatizes the hard work of professionals in small and medium enterprises (I’m including nonprofits here with SMEs):

Myth #1: You can’t cope with complexity.
Yes, I get it. Your megasized multinational company is an elaborate, convoluted leviathan that defies the laws of reason. Guess what? Someone who has built a career within an SME also understands complexity. That’s because – unlike in Big Brand – we don’t have the luxury of specialization. We can’t and that’s honestly to our benefit. We wear two, three, sometimes four hats because that’s what is needed to complete the project and make the customer happy. We’re experts at creativity, constantly doing more with increasingly fewer resources. We can cope with complexity because we live it every single working day.

Myth #2: You can’t handle pressure.
Want to know what pressure is? When Big Brand has a bad quarter, looks like Wall Street won’t be happy. If an SME has a bad quarter, it could mean the end of the company. Now which one seems more pressure-intensive to you? And because SMEs are typically closer to their customers, there’s a tremendous amount of pressure to keep them satisfied. If they’re unhappy and tell others, there goes a potentially huge chunk of business.

Myth #3: You don’t know how to communicate with executives.
As if multinational corporate executives are some strange race of aliens that require knowledge of a special language only learned by toiling through the hierarchy of Big Brand. Communications skills are universal. If you know how to get your point across successfully to your SME’s senior leaders or Board of Directors, I guarantee the communication capability translates fine to the CEO or CMO of Big Brand.

Myth #4: Your skillset (feel free to plug in expertise, knowledge, etc) doesn’t scale.
This one drives me batshit. We’re not talking about going from CEO of a two-person office to the CEO of Big Brand (though you might argue that the CEO of an SME could run a company like aol., BP, Lehman Brothers just as well as their current counterparts). Just because you have experience within Big Brand doesn’t necessarily mean you’re any more qualified to do work at another Big Brand. I’m further convinced this myth is a smokescreen because you’ll never know if it does actually scale. You’ve already cast your judgment and you’ve already missed the talent in front of your nose. Good luck with that.

Myth #5: You don’t really know about business.
The coup de grâce. Let’s face it, this is what’s really being said every single time the charge of not having enough Big Brand experience is leveled toward a candidate. There’s a sense perpetuated by those within Big Brand that business is only truly conducted at the multinational level. SMEs are small potatoes where the real lessons of managing P&L, budgets, employees, customer relations, and executive expectations still mean little in comparison. Really? Sorry but I strongly disagree with that small-mindedness.

For my parting shot, I’m going to go out on a limb with my own hypothesis for what’s to blame (at least partially). If we’re honest, there’s some posturing going on – particularly when it comes to consulting agencies who work with Big Brand. The desire to fill the stables with people from a well-known, Fortune 500 corporation isn’t so much about their ability or expertise as it is about their prestige (“Oooh, he worked for Big Brand, he must be smart. And that’ll look great on our website’s About Us page.”) There’s a mystique that people like to attach to work done at Big Brands. Some of it is truly well-deserved and to be respected. Some of it is unspectacular but lauded because Big Brands get attention. And quite a bit of it is built on non-creative, safe, ineffective adherence to not rocking the Big Brand boat. In reality, work done within a Big Brand isn’t any better or worse than work done within an SME. So let’s stop with all this shallow Big Brand Blindness where candidates get overlooked not because of the quality of their past or potential of their future work, but just because of for whom their past work was done.

So, let’s hear it. If you’re currently working inside a big brand, what’s your take? And if you’ve been passed over due to big brand blindness, what have you done to heal this unfortunate affliction? Lay it down in the comments.

photo credit: spoinknet (via Flickr)

…Sometimes it’s the simple things that really differentiate who we are and what we can add to the world.

What our hero, Bicycle Repair Man, shows is that it doesn’t matter if we’re surrounded by awesomely powerful individuals. Our job is to dig down and discover what truly makes each of us unique and what skills we have that we can use in our own distinct way.

So what about you…how do you relate to our hero here?

If you’re anything like me, you probably deal with clutter in your life. Even though I try to stay organized, I often find my home office in some state of mess. Oh, and my garage, my truck, my storage shed…you get the picture. And what about our minds? Any crap cluttering up our thoughts like anxiety about tomorrow or worries about past mistakes? Perhaps lingering bitterness around a relationship gone bad or a job that’s gone downhill? Personally, I was hanging on to some regrets about my past and the decision to work in the nonprofit sector (more on that below).

But you know what? Keeping all the clutter around doesn’t do us one damn bit of good. It just takes up valuable mindspace and heartspace that could hold the greatest stuff in our lives. So, let’s do this instead:

Let’s think of all the crap that’s cluttering our lives and tell it to get the hell out of here! When we do that, we create a vacuum in which we can replace it all with joy, passion, appreciation, and perhaps most importantly, hope.

If we have a client that’s just not working out for us, let them go. When we do, it means we now have space to bring in clients who will bring out our best and pay us fully what we’re worth.

If we’re feeling anxious about what tomorrow holds for us, for our family, or for our career, let this anxiety go. Yep, I know it’s hard, but what’s that feeling getting us besides headaches and ulcers? What would happen if we replace that anxiety with hope and a firm belief in our ability to be prosperous?

If we’re living in regret for a decision we made in the past, it’s definitely time to let it go. When I got out of college, I bounced briefly around minor jobs until I landed in nonprofit membership management. Nearly all of my 12 years of professional experience has involved nonprofit work, which is fine except it can be considered a liability when you want to move on to the corporate world of multinational brands. Just last week, I even cursed my youthful ignorance for not having the sense to work for a Fortune 500 company at the start of my career. But that’s not only holding on to crap, it’s denying all the good I’ve ever done in my career and all the good I can now do as a professional. It ignores the fact that I learned fundamental principles and developed successful programs for creating remarkable customer experiences from my work in the nonprofit sector – the same programs and strategies that any Fortune 500 will benefit from.

So, let’s take some time today to think about all the crap cluttering our life. Then, tell it to get out. Make room for the good stuff in our head and heart. We might just find that once we create a vacuum from where all the crap used to live, we can hold way more good than we ever knew possible.

This week’s Python Thursday introduces some Interesting People.

Okay, so some of us might not be able to put bricks to sleep or are more interesting than a wet pussycat. But hopefully, you’re not invisible like Mr. Walters (3:00).

Thinking about hidden talents (or as Rosa Say calls them, sleeping talents), what makes you interesting and how do you use it to your advantage in jobhunting or in your work?

“I owe my success to having listened respectfully to the very best advice, and then going away and doing the exact opposite.” ~ G. K. Chesterton

Asking for and receiving career advice can always be a tricky proposition. We often ask for help when we’re stuck in the muck or otherwise when we’re most confused. And then when we start collecting advice from people we trust or believe to be fairly smart individuals and we only get more confused. It shouldn’t be surprising though…everyone has an opinion, right? But what complicates things is what sits behind those opinions: motives. These motives can be positive (think about a parent who wants their child to succeed or a spouse who wants their significant other to be happy or a manager who wants their employee to advance their skills). And we all know examples of people who express motives that aren’t quite so well-intentioned.

The problem is that motives are often more focused on the desires of the advice-giver than the advice-seeker. That’s just human nature. Anthony Balderrama at CareerBuilder.com writes:

Of surveyed advertising and marketing executives, 58 percent say co-workers gave them bad career advice. Bosses didn’t fare much better, as 54 percent blame them for bad career advice. Parents and relatives are better career counselors, but 35 percent of surveyed executives received unsatisfactory guidance from them. Thirty percent of spouses and significant others are blamed for bad advice (and probably had to sleep on the couch at some point). Mentors have the best record for dispensing advice, as only 21 percent have the finger pointed at them.

He goes on to introduce some tips from Donna Farrugia, Executive Director of The Creative Group, who notes that it’s important to always evaluate the motives of the advice giver.

In addition to those tips, I’d also suggest a couple of other ideas:

1. I think there’s some wisdom to Chesterton’s approach. If not actually doing the opposite, then at least contemplating whether there’s a potential solution there.

2. Even more importantly, we need to own our decision-making process. It’s okay to collect advice, but committed action needs to come from us. Deep down, we do know what we want.

What are your thoughts? Any experience in getting good (or bad) career advice?

photo credit: ambergris (via Flickr)

Okay, here I go…out on the proverbial limb. For a while, I’ve been listening to a very persuasive voice within me that said, “Chris, you’re a marketer and that’s all you should be doing. Now go out and find marketing-related jobs.” Want to know something strange? I’m not really a marketer. Sure, I have a solid grounding in the profession and even have some experience doing it. However, In the end, I’m a mutt, a dabbler, a generalist. I’ve successfully tackled positions like customer service, sales, data processing, web design, and yes, marketing. I’ve worked in non-profits and for-profits. I’ve even tried launching my own businesses a couple of times.

My professional trajectory hasn’t been a straight line…more like a zigzag. This is both good and bad. The good? I possess a wealth of different experiences, skillsets, and knowledge. This diversity allows me to uncover patterns that many “straight line” professionals likely can’t see. The bad? Most organizations don’t value this eclectic background so much. They want straight-liners and set their hiring practices up to reward them.

So for many of us career zigzaggers, vocational searchers, and Renaissance Souls we tend to feel neglected and discarded and wonder what the hell we ever did wrong to find ourselves in such a world. We then do something that truly dishonors our selves and undermines our value: we try to emulate the straight-liner. We interview and market ourselves like the straight-liners, all the while downplaying our own richness, our own unique qualities. We try to cram our polygon peg into the square hole and then wonder why we’re so dumb because it doesn’t fit.

Does this sound familiar to you? If so, know you’re not alone. It’s time to acknowledge that we have tremendous value to give. It’s time to be bold and proudly profess our unique abilities. We’re quick learning, intensely creative, spectacularly curious professionals (to name just a few attributes). So here’s my call to action: Instead of hiding our light under a bushel basket, let’s not just uncover it – let’s throw kerosene on it and start a wildfire. Even if they don’t know it yet, employers need us. Business today is moving way too fast for the straight-liners and the specialists to keep up. Organizations truly need our broad skillsets, diversity of experiences, and ability to learn quickly.

If you find yourself identifying with the zigzagger ideal, come and share your experiences. What are your frustrations? Any tips for how you’ve overcome challenges and claimed your value?

Now go out there and set your fire today.

photo credit: marcelgermain (via Flickr)

Today’s Guest Creator is the wonderful Amanda McGuckin Hager, Founder of GoMarket.me, an online Marketing Mentor. She’s also the Regional Marketing Manager for North American Programs for SolarWinds Inc. Connect with her on LinkedIn or on Twitter where she is known as @shoogie.

Over the last 15 years, I’ve worked in Fortune 500 companies and in scrappy start-ups. By and large, most of my marketing success comes from a strong sense of business objectives combined with self-taught tools. I am eager to know the next tool, vendor or service that makes my job easier.

After a start-up I was working for folded, I found myself wondering what to do with these marketing program resources bouncing around in my head. I shared with a friend that I wanted to put the list on a website, like my own little toolbox. She suggested that after I do that, I take it to the college classrooms. Wha-la. The idea for GoMarket was born.

Another start up came my way, and I devoted most of my time to it. GoMarket fell to the wayside for 6 months or more. And when that job came to an end, it was like a little gift. I decided to devote all of my time to furthering the idea of GoMarket. It took me a few months to explore the blogging arena, develop the idea, and ponder what I wanted to do and what I did not want to do. I met with a lot of people. I shared my ideas. I listened.

I wasn’t looking for another job. I was happily moving forward on GoMarket. But an opportunity fell in my lap with SolarWinds, one that offered me the chance to work in a nationally renowned marketing engine that took a small start-up through an IPO. I recognized this as an opportunity to improve my offerings in GoMarket.

Only this time, I am not putting GoMarket on the sidelines. Everyday, I do a little bit to progress the company. Some days offer huge progresses; other days are tiny baby steps. But I am ok with that. My employer is ok with that. (We have an understanding – they support my efforts in the community because I’ll bring my learnings back and apply it to them. I respect the boundaries, and make that role my #1 priority.)

For me, I know that it’s all working out the way it’s supposed to. I take one day at a time, and start with the first step in front of me.

photo credit: Joachim S. Müller (via Flickr)

There’s a rather lively conversation taking place at Olivier Blanchard’s The BrandBuilder blog about social media “certification” being promoted by the International Social Media Association (ISMA). I put certification in quotations because I question the very idea of whatever this organization is pushing as true certification. I’ve been on the professional association side of things and know how much work goes into developing a certification program, the standards and oversight needed to make it truly legitimate. (If you’re curious about what basics go into developing and maintaining a recognized certification program, here’s a terrific article from the American Society of Association Executives.) Once completing the program, you may receive a certificate, but it is not certification and there’s a huge difference. I understand the proposed value and rationale for a certification program as a ward against snake oil salesmen but based on the site’s info, I wonder about the true purpose of the ISMA’s program.

But lest I go into a more focused rant against ISMA, I actually want to address a tangential issue that arose from Olivier’s post. It has to do with the value of the diplomas and true certifications we earned. Think about the Bachelor’s and other post-graduate degrees you hold as well as the professional certifications necessary to practice your craft. Maybe it was an advanced engineering degree earned from a large university twenty years ago. Or perhaps it was a general liberal arts degree from a small college last year. What is it’s value to you today? If you’re thinking it has little or no value, I’d encourage you to think again. Even if you’re not actually using that degree today, I wager it has had some impact on the way you view the world.

My personal example (and yes, your mileage may vary) is that I went to a small liberal arts school and graduated with a Bachelor’s degree in history. If you know my profile and background, you’ll notice that I haven’t spent any professional time working in museums, teaching history or any other historical-related efforts. Yet, what I learned through my history major has impacted how I view the world around me. I see cause-and-effect differently; I seek out root causes for incidents; I believe there are multiple viewpoints to explore for any event. So while I’m not a practicing historian, I do see and think about my world through the lens of a historian. And that is what adds to my unique value as a professional no matter what I choose to do in my career. Now I’m working on a Master’s degree in Business Anthropology and that further adds to my specialized approach to working with clients.

Try to think about that diploma differently. Don’t disregard or undervalue the learning that you’ve gathered over the years regardless of how detached it may seem to the work you’re doing right now. That academic learning coupled with your experiential learning makes you the unique and highly valuable professional you are today.

Are you doing something different in your career than your undergrad or post-grad prepared you for? More than likely you are…if so, how do you think your academic learning has influenced your professional work? Love to hear your own stories.

More football, you exclaim? Yes, its another football-related post. Sorry friends…when it’s Fall and the weather starts to cool, my mind gets a bit preoccupied with all things pigskin. If you have no interest in the NFL, just bear with me for a few more weeks and I’ll try to make this as painless as possible.

Now, to the issue at hand and it involves the gentleman over to the left. He might be recognizable or he might not. His name is Charlie Weis and earlier this week he officially became the former Head Coach for the Notre Dame Fighting Irish football team. Did he deserve to be fired? Probably, based on the key metric used to assess all sports coaches: wins. However, it was an ignominious end to what was once a very promising career with the Irish. Weis was known as an offensive guru with the New England Patriots and highly sought-after coach in the NFL. But his alma mater of Notre Dame came calling and it looked like a golden relationship for a once-proud college football program battling mediocrity. After the first couple of years of success (and some have argued undeserved), the roof caved in and Weis’s Notre Dame teams returned to previous levels of unremarkable football.

To paraphrase Marc Antony (Roman not singer), I come neither to bury Weis nor to praise him. Instead, I think there are a couple of career lessons we can extract from Charlie Weis’s fate.

Success at one level or different position is no guarantee of universal success. Weis is the owner of four Super Bowl Champion rings as a result of his 15 year career as an assistant coach in the NFL. In hindsight, we might be able to say that this prior success offered no indication as to whether he’d be a good head coach in the pro or collegiate levels. Both career transitions offered their own unique set of challenges that would be new for him. And don’t we face these same challenges any time we receive a promotion to manager or change industries? Here’s the key: recognize that what got us to where we are isn’t necessarily going to take us higher. We have to be prepared to set aside our ego and learn with a child’s curious mind.

Sometimes the view from below is better than the one from above. While the above is about what we need to do when in the gig, let’s take a look at the view of where Charlie is right now. It’s one that many of us have experienced before. Maybe we got laid off or even canned. Maybe we got demoted after a promising rise through the organizational ranks. Here’s the good news, though…these are the experiences in which we grow the most. It’s like the old proverb says, “There’s always more growth in the valley than there is on the mountaintop.” See Vince Young and my earlier post as an example of someone who took the time while in the valley of their life and profession to refocus their efforts toward success. Trust me, I’ve been in the valley quite a few times and it sucks. But I also cherish these times as moments in my life when I was more truthful with myself, more humble toward others and more accepting of the gifts that come in life. They were crucial waystations in my journey and I recognize that I’ll likely visit the valley again at some point in my life.

What are your experiences? Any wisdom you gained while trying to climb a new mountain or trekking through a valley in your work or life? Love to have you share your story with the community here.