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Blog

What’s your next Transfer Move?

It’s January and it’s a busy month of the year for Transfers in the Premiership Football season. Sky Sports has a Transfer Centre to update us on the latest big money moves before the transfer window closes. These Premiership Football stars have their agents to advise them and negotiate big money moves between clubs. Alexis Sanchez recent move from Arsenal to Man United will see him earn a staggering £600,000 a week, yes a week.

It’s also hectic Transfer season for Employers scouring the market for new talented stars to join their teams. All this transfer talk got me thinking about the many talented people we meet that have to make life changing decisions by accepting or turning down a job move.

Here, I have looked at four categories of people we meet – you may identify with one of them – and I highlight some of the career advice I might be giving you if you retained me as your Highly Paid Agent?

So where are you now in your career?

In my experience, you are somewhere broadly in one of these 4 categories:

  1. Reactive/Curious – You are not actively looking but have been contacted by a recruiter for a new job, you don’t feel now is the time to move but you are curious why you were contacted
  2. Reactive/Ready – You have been contacted by a recruiter, you have not been job seeking but with the right offer would be open to consider new moves
  3. Proactive/Ready – Your role is going to made redundant or you have experienced redundancy and keen to get back into another job
  4. Proactive / Curious – You are proactive and always testing the market to see what further career opportunities are out there. You are not ready to move right now but always keeping an eye to the future

Reactive/ Curious

You have received a call or a LinkedIn message out of the blue; a recruiter would like to speak to you about an opportunity. Let’s face it, it is flattering, we all like to think someone wants us. Even if you are really happy in your current role, it peaks your interest even to find out how much they might offer. If you do return the call, it can open up an interesting conversation about a new role in a new sector. My advice is to be curious, find out more about the employer, their challenges and how they compare to your employer. A word of warning, you may also be contacted as a result of a robotic AI recruitment process churning out matches to your LinkedIn profile. This leads to a conversation with an inexperienced junior recruiter with little business experience busily trying to hit their monthly sales targets. The increase in online recruitment means you are going to get many more suggested job offers than before. Take time each week to review your LinkedIn requests and build career connections with a select number of quality recruitment professionals. They have lots of personal connections to employers and you never know when you will need them in the future.

  • Be curious and ask valid questions to increase your market knowledge
  • Don’t ignore, a courteous reply is never wasted, stating the type of role you would like to be contacted about in the future

Reactive/Ready

You have been contacted about an open role and after a conversation, the role sounds appealing and you would consider a move. The recruiter would like to put you forward for an interview. Remember, you are at all times in control of your personal brand and the CV that is forwarded will need editing and tweaking to marry the job specification. It is not enough to ask the recruiter to tidy up your CV. Your CV is your personal brochure and it speaks volumes for your brand. Get professional support to make it the best you can in advance of forwarding. I have found people are poor to highlight their own achievements but it is very easy for me as a career coach to ask questions to uncover these achievements. This work also helps with your upcoming interview and marrying your relevant experience to the role requirements. If you consider going forward for the role, write down 3 big reasons why you want the role and commit to give it everything in the interview process. I have seen people contacted about a role and adopt an attitude that the employer has to prove to them why they should work for them. If the employer feels they have to impress on you so much why you should take it, the future work relationship is doomed for failure. Like in any relationship, there needs to be a mutual commitment to making this work

  • Present your brand in the best way possible at interview, even if you don’t end up taking the job, remember hiring managers move jobs too, so you never know where you might meet them again
  • Review the process, your learnings and any potential development gaps you may not have realised you had pre-interview

Proactive/Ready

As a result of a restructure you have found yourself out there again proactively trying to find a new role. As we deal with a lot of outplacement candidates, this is often a time where we see urgency getting the better of common sense. Proactive job search is a process. There are steps in every process, but urgent job seekers will want to skip vital foundation steps in an effort to get to find another job. Certainty is replaced with uncertainty. This leads to panic replies to every potentially suitable job advert online. My advice is to clearly define what your ideal next role looks like. You don’t go online to buy any car, any dress, you shoes. You have a good idea what you want and what style, model and colour will suit you.

I cannot tell you how many people fail to do this exercise. What work tasks ideally would you be doing, in what sector, at what salary level, in what location, in what type of culture, what next challenge appeals to you and why, what type of company describes this list? When I get people to complete this exercise, I then speak about their gaps to finding this role. These gaps might be network, education, skills or salary expectations. To address gaps you need to reinvest in your learning. This could be practical or academic. I have just worked with someone and there gap is a network in a new sector. Once we started to discuss who may be in that sector, names started dropping. They had more connections that they had thought. This was their gap. When I ask some urgent job seekers to complete this exercise, they say “I just want a job, as any job is better than no job, I just need to get back earning again”. I say yes, but you also want to get back earning in an environment where you will thrive rather than just survive and soon want to leave.

  • Clarify what your ideal next job looks like, you simply have to know what you are looking for before you find it, otherwise you allow yourself to take a job that’s not for you
  • Address your network, skills, education or salary expectation gaps as these are your barriers to future career success

Proactive/ Curious

You are happy doing what you are currently doing and wouldn’t describe yourself as actively job seeking. But you have the mind-set of a top football player who always seems to be in control of a game. Top sports stars don’t just focus on the outcome, they focus on the process. This is a critical mistake a lot of people make in their careers. They target one future role as the Holy Grail. I once coached a client who told me that in his twenties he ambitiously set a goal to be a Country HR Director by the time he hit 40. He worked hard and exceeded his own expectations by reaching the role at 36 years of age. He was sent to me for career coaching at 39. He had achieved his lifetime ambition but when he got there felt unfulfilled. He was still only 39 and had not thought about the next 25-30 years. He had one focus that, when realised, was not what he once thought it might be like. This hero’s journey to the top often follows with questions like “what’s next?”
The top footballers can see a potential future move before anyone else. They can sense the way the game will go from fine tuning their skills. In the modern career game, you need to see the world of work as an evolving series of game changing events. You need to learn to spot new potential opportunities that are a match for your skills and talents. If you don’t, someone else will.

  • Scan the internal and external market for new future projects and opportunities, like a great footballer, you have your ‘head up’ looking for a gap to exploit
  • The career game is a process, there is no one ‘holy grail’ job, best to focus on a series of intrinsically rewarding career growth moves.

If you remain proactive and curious throughout your career lifetime, you will largely remain in control of your future career moves. If you choose to remain reactive, you will always be adapting to fit into someone else’s idea of what they think you should do. Speak to one of our team of Harmonics career coaches and let us be your insightful agent to gain that extra insight before you feel pressurised to make the wrong move for you and your future.
Every success for your next career move.

People who end up with the good jobs are the proactive ones who are solutions to problems, not problems themselves, who seize the initiative to do whatever is necessary to get the job done.
― Stephen R. Covey

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News

Harmonics Donates €3,000 to Limerick Suicide Watch

Harmonics supports Limerick Suicide Watch with charity donation

A cheque worth €3,000 was presented to Ger McNamara, chair, Limerick Suicide Watch by John Fitzgerald, managing director, Harmonics Group. Harmonics, a people change consultancy with headquarters in Limerick, selected Limerick Suicide Watch as its charity of choice for 2018.

Limerick Suicide Watch is a group of volunteers who patrol the four bridges of Limerick City at night time. The group’s main focus is to keep eyes on the river and bridges and identify and provide support to those in distress and who may be contemplating suicide.

Presenting the cheque, John Fitzgerald of Harmonics said, “One of our core values at Harmonics is making a difference and this year our team decided we wanted to help the volunteers of Limerick Suicide Watch with this donation.”

“As a Limerick headquartered business, we see these volunteers make a huge difference in patrolling the four main bridges in Limerick city for those who are distressed or suicidal. We meet a lot of people each year who are incredibly stressed when their role is made redundant. Our role through career, personal and financial coaching and advice is to help them bridge the gap between one job and another. This is often the most challenging times of their lives when they have lost their previous identity and they feel out of control. We are often the only people they feel they can speak to openly and honestly about how they feel without feeling judged. This charity partnership with Limerick Suicide Watch for 2018 makes sense for us all on the team at Harmonics. They are an amazing bunch of people who really make a difference, he continued.

Accepting the cheque on behalf of Limerick Suicide Watch, Ger McNamara said, “Limerick Suicide Watch would like to express our gratitude to Harmonics for their generous donation to our group. We could not operate successfully without such generosity from the public and companies like Harmonics. All donations we receive are used to supply our volunteers with the necessary training and life saving equipment required to patrol safely and also for the maintenance of our equipment such as bikes and radios and the upkeep of our base.”

Categories
Blog

Building a Strong Leadership Team

Building a strong performing leadership team can take time. However, for a private equity-backed business, they often don’t have the luxury of time. In this guest blog, Kevin Murphy sets out four guiding principles to building a senior leadership team for a PE backed business. At the speed at which larger and more established organisations are changing, I believe some of the principles would serve many CEO’s who are under pressure to deliver immediate results. Finally, as a member of Ireland Smart Ageing Exchange (ISAX), I’m delighted to see Kevin highlighting the ‘reverse ageism principle’. Hope you enjoy the read, John.

 

When looking at building a senior leadership team for a PE backed business, it’s hugely different from that of a plc or large corporate. From my experience, a PE backed business typically has a timeline of 3 to 5 years to deliver significant results for the PE fund. Accordingly the leadership team, and the hiring CEO, must develop and deliver strong business results quickly.

Whenever I joined as CEO of a business, one of the first things I would do is assess the existing management structure to ascertain if adjustments were necessary to turn the performance of the business around, or to push a successful business to achieve greater returns. I generally use a few firm principles to guide me and these are broadly as follows:

Don’t compromise and be ruthless if necessary

There can be no hesitation or compromise to ensure you build the strongest performing teams. I believe it’s crucial to wait for the right person; it’s all about getting the right people you need to achieve business goals. If not, it will come back to haunt you and cause you unnecessary issues later on.

If you inherit a team, then it may be the case that this team is not structured or built with the right skills to enable you to carry out the activities required by the business. The growth of the business simply requires bringing in fresh team members who have the necessary vision and skills.

In this situation, you need to make the hard calls. If people lack the right skills or cannot do the job, then they must go. There is no scope for compromise. With the demands and pace of a PE backed business, there really is no room for passengers. This is frequently a difficult part of the job to exit people, however I believe that the wider business understands that difficult decisions need to be made. They will acknowledge where a CEO has made a difficult leadership decision.

Experience is essential

On that basis, there are certain things I always look for in building a leadership team, namely people who have 25-30 years of experience under their belt. I call it my “grey hair” principle. It’s a great support to me as CEO to have a mature, experienced team sitting around the leadership table who will not be fazed by the various business challenges. They will pretty much have seen it all before. This reverse ageism principle has always served me well and I have had great, older colleagues who have done great jobs for me. The other big advantage of this is that they tend to speak their minds more and can contribute strongly to the growth of a business.

As CEO, I don’t have the time to wait through a long adjustment period for management to find its footing or develop into their roles. With the right leadership in place, I can be more confident of delivering the annual return and ongoing growth that investors expect.

Once or twice however I’ve made mistakes, hired someone who wasn’t ready, or wasn’t right for the role. This is when the 6-month probation period is crucial as this allows a get-out for both parties. I believe that setting clear goals for the first 6 months, and giving regular performance feedback, is crucial to letting a new hire know he / she is performing. If they are not hitting the required standard in these first 6 months, I have at times exited people at this stage. This is tough to do but is better in the long run for me as CEO and for the business.

Let them get on with it

When you have experienced people in place, who know more than you do frequently, it aids in the overall momentum of the business. You can give them clear goals, get out of their way and simply let them do their jobs. By identifying situations where strong existing leadership just needs greater independence and rewards, this makes it easier to push the business forward. A good friend of mine uses the 3D rule of management – Decide, Delegate & Disappear! I don’t quite do the “disappear” bit but I do like to actively delegate and let my experienced team work away on delivery.

I also strongly encourage people to have different opinions to me. This challenges me, and ultimately provokes more valuable discussions with respect to business issues. Tapping into the reservoir of others’ experience can lead to far greater returns than having to pull people along with you.

So, in summary, when you hire people that have been around the block, they can handle themselves and the demands required of them leaving you to focus on strategy, direction and other issues.

Consider your Succession Plan

Lastly, as CEO, I believe that it is imperative that you think about your succession plans and how to develop more junior colleagues so that they can potentially step up to more senior leadership roles in due course. Ideally the skillsets and experience is there for every team member to move upwards in the chain but it’s up to the CEO to ensure that smooth transition and to create opportunities for it to happen. Keeping an eye on the future line-up is part of maintaining a strong leadership team.

Hopefully you have enjoyed this short read about the few key principles that I have used in building leadership teams, particularly in demanding PE backed businesses. Perhaps in different types of businesses a CEO may have a longer development time line or may not be under such intense pressure for results each month or quarter. Certainly when I worked as CEO in a plc business, there were always options to move people to other parts of the wider Group so the need to exit people was not as intense. However PE backed business have a particularly demanding dynamic I believe and hence why, as CEO, I adhered strongly to these principles. They have served me well to date!

 

Kevin Murphy is an independent leader in the payments industry, working with domestic and multinational clients to shape their business strategies and improve business performance. With more than 30 years of experience in the financial services industry across Ireland, UK and the US, he is skilled in all aspects of the global payments business, cards and payment systems and in consumer finance issues, including consumer protection, banking regulation and marketing strategies. Kevin now uses his depth of Consumer Finance and Payments knowledge and experience to assist organisations with strategy and execution, advising clients on EU and domestic payments strategies. He is also highly experienced in working with Private Equity businesses in this market. His niche consultancy Colthurst Card & Payment Solutions offers consumer finance and payments solutions to businesses across Ireland, the UK and the USA. You can follow Kevin on @kevinmurphyIE, connect with him on uk.linkedin.com/in/kevindmurphy1 or contact him at kevin@colthurst.ie

 

 

To learn more about Harmonics Leadership Development programmes, please contact Harmonics on 01 8942616, 061 336136 or 021 7319604 or email info@harmonics.ie

 

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