Archives for February 2015

Resigning Leave With Class

TCHG Executive Search10 Things to Consider – Resigning Leave With Class

This is such a hot market. Everyone’s crushing it, yada yada. But there seems to be an inverse relationship between success and decorum these days, so let’s start to chip away at the symptoms one by one and bring some sanity back into technology. People are just moving too quickly and here and there, we should all slow down a little and ask ourselves: “Am I conducting myself the way I’d want my kids to behave as an adult? Am I proud of who I am? What’s my legacy going to look like professionally and personally?” Because in the long run, when we’re all on our death beds, and no one cares about your toys or your cars or houses, including you, it’s going to come down to who you were as a human being. One way or another, this reality always seems to come back into peoples’ field of view, unless they’re a sociopath. And if you’re a sociopath, please stop reading this because you’re wasting your time.

Let’s kick around how to resign with class as a first topic, because I’m seeing lame behavior here all the time. I think it’s time to start thinking about this because, besides being the right thing to do: A) this boom won’t last forever, B) this technology community is a lot smaller than everyone thinks, C) karma DOES matter…

So you’ve gotten recruited successfully. Wow. You must be awesome, right? Someone reached out, found you, fell in love with you, vice versa, you’ve soul searched, you’ve met everyone, you’ve thought about the disruption you’re going to cause with your current company but damn it, you’re moving on. You’re DOING IT. But what happens next is the key. The relationships at stake, the hopes and dreams of the folks who work for you and around you, the people who depend on you. This is what’s at stake. But you got the end of those machinations, accepted a new job and now the really hard work begins: how to leave your current employer and all those people around you, gracefully.

Here are 10 things to do and a few things NOT to do weaved among them, when resigning:

1. Do NOT make it personal, even if it is. Yeah, your blood is boiling. You were wronged somehow. Didn’t get the right resources, didn’t get the promotion, didn’t get the financing, the emotional or political support you needed. It’s everyone else’s fault you didn’t succeed. Or maybe it’s all purely a case where the new thing was so awesome you just had to do it. Whatever it is…make sure you communicate it in a professional and dignified way, what you’re planning to do next and why. Don’t have to be specific (covering this later), but focus on the next thing vs the last thing. Give a constructive exit interview that’s candid and data driven, and say goodbye.

2. Once you resign, tell them early and often that you’re not open to a counter, even if you think you are. Be vague about where you’re going, so they don’t visualize it. It’s like describing the physique of the person you’re leaving your significant other for. Is that cool? Reinforce that you’re going to something you really want to do, what it does for you professionally and personally, don’t over sell what you’re doing but focus on the windshield vs the rear view mirror, and make it clear that you’re set and not open to negotiating how they can keep you.

So let’s talk about counters for a second and drill in a little. If they counter, and you stay…   (…read more)

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Interim Executive

TCHG Stacked 1.5 x 2.6After a turnover event an Interim Executive is worth considering.

A turnover event represents a transitional turning point for a healthcare (or any) organization. The turnover generally occurs when the organization recognizes that the situation with the incumbent is no longer working and a change is necessary. This is rarely due to lack of competency of the incumbent. More than likely, the reasons include loss of credibility, increasing lack of fit with the rest of the administrative team or organization. Other reasons include the failure of a significant strategy or program, unacceptable operating results or perceived incorrect strategic direction. My own dissertation research revealed that in 36% of the cases, the turnover is related to the organization growing beyond the capability of the incumbent or termination for cause.

Once the necessity of a turnover event is recognized, the organization should take several steps. The organization should consider outplacement assistance for the departing executive. If the executive has little recent experience in the job market, outplacement support will be invaluable in easing their transition. The next step in the process for many organizations is the engagement of a retained search consultant. During the search that can take four months or more, the organization should consider its transition plan. Ideally, the organization would have a formal succession plan in place but my research showed that 57% of the surveyed organizations have a succession plan that addresses the process for handling the transition.

[TCHG comment:  Contemplating an Interim solution..? Utilizing our network of “C” level executives across the US, we are capable and experienced at assisting companies to identify the skills set and level of experience necessary to keep stakeholders at bay and ensure a smooth transition. For more information, contact us at (210-960-5800).]

If the organization does not have extensive depth for the role that is being replaced, it should consider interim executive services. An experienced interim executive can reduce the probability of the organization suffering a setback during the transition. The interim can also provide a thorough assessment of the current situation. This assessment can aid the recruitment process by better defining the skills and experiences that will be the best for the organization going forward. Retained search consultants conduct a site survey visit and interview a number of executives in an effort to better understand the organization’s needs. (…read more)

Raymond A. Snead, Jr., D.Sc., FHFMA, FACHE…a practicing Interim Chief Financial Officer with a Doctorate degree in Health Services Administration. 

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Are You Emotionally Intelligent ?

Here’s How to Know for Sure

When emotional intelligence (EQ) first appeared to the masses, it served as the missing link in a peculiar finding: people with average IQs outperform those with the highest IQs 70% of the time. This anomaly threw a massive wrench into the broadly held assumption that IQ was the sole source of success.

Decades of research now point to emotional intelligence as being the critical factor that sets star performers apart from the rest of the pack. The connection is so strong that 90% of top performers have high emotional intelligence.

Emotional intelligence is the “something” in each of us that is a bit intangible. It affects how we manage behavior, navigate social complexities, and make personal decisions to achieve positive results.

Despite the significance of EQ, its intangible nature makes it very difficult to know how much you have and what you can do to improve if you’re lacking. You can always take a scientifically validated test, such as the one that comes with the Emotional Intelligence 2.0 book.

Unfortunately, quality (scientifically valid) EQ tests aren’t free. So, I’ve analyzed the data from the million-plus people TalentSmart has tested in order to identify the behaviors that are the hallmarks of a high EQ. What follows are sure signs that you have a high EQ.

You Have a Robust Emotional Vocabulary

All people experience emotions, but it is a select few who can accurately identify them as they occur. Our research shows that only 36% of people can do this, which is problematic because unlabeled emotions often go misunderstood, which leads to irrational choices and counterproductive actions.

(…read more)

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Asking For A Raise

TCHG Stacked 1.5 x 2.6

For many people, asking for a raise can be as nerve-wracking as sitting in a boardroom across the table from Donald Trump. However, you can make a strong case for why your performance should be rewarded, if you; (1) know what you need to do, (2) do it, (3) document it, and (4) show that you’ve done it.

Think ahead – The time to start thinking about a raise is before you’ve even gotten the job. Ideally, during your second job interview – when it’s clear that you’re a serious contender — you should ask about the company’s or association’s performance-evaluation procedure. Find out how performance is rated, and how frequently.

Who’s the boss?  – When you answer to a board, it’s like having multiple bosses. When dealing with different personalities, clear communication is crucial. Make sure everyone understands exactly what your duties are as manager, and how your performance is judged.

Exhibit “A” –  Document your successes — and your failures — for a quarterly recap with the board, and quantify each success story.  Instead of pretending any past failures didn’t occur, acknowledge them and frame these as “lessons learned.” Discuss how you’d do things differently now.

Keep it simple. – This is a business basic when dealing with any presentation, no matter how complex. Instead of bogging down your employer or board with details, make your point succinctly. However, be armed with the data to support your case, and be ready to provide additional information. Check salaries in your field and in your local area to see how yours stacks up: http://payscale.com or http://salary.com.

Jody Weiss is the managing partner with TCHG Executive Search, locations in San Antonio and Atlanta (https://tchgllc.com).

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