I just lost my job! I need a new job! Really?

This past week was focused on networking in the Franchising arena with some interesting learning on one concept in particular. Franchising companies are the bread and butter of my search practice so it is natural that I will spend a lot of time with professionals from this segment, both clients and networking contacts. The recession has not been kind to the franchisors I support. The capital crunch has made it difficult, if not impossible, to close new franchise development deals. In fact, when the market crashed in the early fall of 2008, many franchisors gutted their development departments as they understood that the prospect of granting new franchise licenses would be dim for the foreseeable future. As one would expect, the concepts requiring the greatest capital investment were severely impacted.
The week began learning about a compelling new, well new to me, franchising concept called Firestorm. I was first introduced to the concept at the February meeting of the Southeast Franchise Forum when I met Hutch Hodgson, their EVP of Franchise Sales. Hutch is a very engaging gentleman who has had a full career as a Fortune 500 executive, and later as an entrepreneur building The Heavenly Ham Franchising Brand. He has now come full circle to help a start-up company build their market share through franchising. Hutch and I really hit it off. I told him a little about my background, my business, and my writing projects. He graciously agreed to contribute to this series and suggested that I learn more about Firestorm prior to our interview by attending their weekly webinar. I gladly accepted. It was a fascinating presentation moderated by the company’s CEO and co-founder, Jim Satterfield. More about that later. The next day, Hutch and I met to talk about my article.
Before we started, I gave Hutch the set up. I told him that I am convinced that the economy is restructuring into a “new normal” with leaner companies using out-sourced contractors over full time employees. Further, it is my opinion that many of the over-50 aged executives riffed this time will not find suitable employment opportunities in their field, at the same level. Self-employment, and entrepreneurial pursuits, like franchising, will take on a whole new level of importance. Hutch agreed. “All too often, you hear people say; I’ve lost my job! I need to find a new job!’
He began by telling me that the current recession reminded him of the early 80’s. At that time, companies were reorganizing and downsizing which resulted in a lot of corporate-types willing to consider franchising as a viable career alternative. Personal Computers were just hitting the market, but the Internet was still over a decade off. He went on to say that “at least there was financing in the 80’s. Franchise brokerage was new. Now, franchise brokerage is mature, but funds are scarce.”
Clearly, Hutch has a great deal of empathy for the unemployed. “It is tough to be out of work. The wife and the kids are on their case. Egos are bruised, especially for men, whose self-worth is tied to their careers. They know that they must take charge of their own destiny and that franchise opportunities should be given due consideration, but that is risky and can be frightening. ” Hutch went on to say that unemployed executives spend too much time looking for a new job before looking at other alternatives. By the time they consider buying a franchise, they have burned through their assets and have no funds to make the investment. They need to get to that point early on.”
Hutch went on to confirm what other folks have told me recently. The first thing that the unemployed executive must do is to take stock of their personal situation. “They need to write down on paper, those things that are important to them. What are their values? What income level do they need? What are their outside interests? Who do they want to work with?” The gist of his message is that one must know one’s strengths and weaknesses; the resources at their disposal; the needs of their families; and the kind of work that best suits their personality. Hutch suggested that they commit to four or five major objectives, develop a plan, and work it. If owning a business fits with ones skill base and resources then that option should be part of the plan. The message to me was clear. I need to help my candidates get to a better place early in their job search process, before they have exhausted their finances and emotional strength.
Back to Firestorm. This is the kind of franchise that any recently displaced corporate type should give serious consideration. Firestorm’s business is “business continuity.” Their concept is directed at disaster preparedness planning for businesses. Their slogan is “Predict, Plan, Perform.” Over the years, I have met many professionals in the disaster recovery business. Those folks help companies get back in business after a disaster, but usually focus on a limited slice of the business like electronic data systems. The Firestorm concept is proactive, identifying business risks before they occur, putting plans in place to mitigate those risks when and if they do occur. This is a business to business concept that is ideal for a former corporate executive as one would be selling this service in an environment they know and understand. Additionally, the investment required is modest by comparison to other franchise concepts requiring almost no investment in plant and equipment. This results in a very attractive revenue to investment ratio. The labor component is nil as well, unless the franchisee wanted to hire sales people to help build the business. For more information about Firestorm, you will enjoy visiting their website at: www.firestorm.com
It did not take me long to put Hutch’s advice into action. The following day I met with a candidate over lunch. Doug, is a newly displaced CEO, who I had recently met and decided to get to know better. As you would expect, Doug is a very polished executive with a clear understanding of his strengths and career aspirations. His focus is on mid-cap companies in the chemical industry. We had a good exchange with both of us sharing a lot about our careers and interests. I learned that he was just getting into the networking phase of his job search, but was not all that familiar with the landscape in Atlanta. So, I told Doug about The Kettering Group, an excellent networking venue for senior executives who are employed or between situations. As membership in The Kettering Group requires a sponsor and validation of the candidates career progress, I committed to him that I would connect him with a friend who is a member. He attended his first meeting this past week.
Toward the end of our time together, I told Doug about my recent discussions with the folks at Firestorm. I gave him a brief overview of the concept and offered to make a personal introduction if he was interested. Doug is a smart guy who knows the value of looking at various opportunities so he gave me the green light to make an introduction and share his resume with Hutch. Things moved fast after that introduction. Doug attended their webinar and was presented with Firestorm’s franchise disclosure documents for further consideration. I don’t have a financial interest in this transaction, but I am curious as to Doug’s take on this concept and its potential fit with his goals.
The key learning this week is to help the newly-unemployed executive candidate face the reality of the new normal, encouraging them to look at all of their options, including interesting concepts like Firestorm. When one finds themselves between situations, looking for a new career opportunity, it is vital that one’s first action is to put some effort into understanding their situation. One must know one’s strengths and capabilities; interests; ideal work situation; and personal financial situation among other important considerations. One must also consider all of the career options, including self-employment and business ownership, which match their personal inventory. In this environment, it makes a lot of sense to explore all potential career options at the beginning of the job search when one’s resources are still solid and intact.

Do you really want to work here? Show me!

When a number of people tell you the same thing, at different times, unprompted, it might be smart to pause and listen carefully. Well, I had that experience last week while talking with more executives on the topic of getting noticed by hiring managers. My inquiry is pretty straight-forward. What does it take for a job seeker to break through the cluttered competition to make an impact on the hiring manager. Well, what I found may not be new, but the solution has a renewed interest. Now more than ever, hiring managers are keen to determine if the candidate really has a passion for the brand and the job. In other words, how motivated is this candidate to come work for me? Does the candidate just need a job; or does the candidate have a driving passion for this job?

Jim Lyons, a friend and candidate for a few of my search assignments, reminded me that it is important to him to know that the candidate has a serious interest in working for his company. By serious, he meant a passion for the brand and the product or service. One way that Jim judges this passion is by the amount of homework the candidate has done in preparation for the interview. “I want to see that they have reviewed our Annual Reports; 10K and 10Q; Franchise Disclosure Documents, and other information in the public domain. Do they understand our competitive environment? Do they understand our strengths and weaknesses? Do they know our goals and objectives? I want to know that they understand our situation. Does this candidate really want to work here?”

Obviously, one would expect that better preparation by the applicant, results in a better discussion and interview. Properly prepared, candidates are in a better position to ask relevant questions which help them validate their interest in the job. Even better, if the candidate understands the problems facing the company, and is in a position to offer solutions based on their experience, that candidate will rise to the top of the heap. So, preparation results in a better interview. It also sends a strong message to the hiring manager that this person has a high interest level in the company and job.

Later that week, I talked with Keith Lerme, COO for the café division (Starbucks) of Barnes & Noble. He told me that B&A has gone a step further and institutionalized some of Jim’s thoughts into their selection process. He told me that after candidates successfully complete a telephone screening interview they are invited to visit stores in their area and to report their assessment. This is a very revealing exercise which tells Keith a great deal about the viability of the job seeker. The candidates are encouraged to introduce themselves to store employees as job seekers interested in joining the company. They are encouraged to ask any question they deem to be relevant.

Keith said that most applicants prepare a two page summary of their visit. The best candidates make an extra effort. He told me about one lady who not only visited his stores but visited a number of competitors also located in the trade area. This candidate completed a 15 page report that addressed operations, marketing, and even the quality of the real estate. “It was not the kind of report that was appropriate to share with upper management, but it gave me great insight into her capabilities. It was a very good report. I really wanted to hire her, but she accepted another offer.” Clearly, this was a serious professional with a passion for the job.

The message is clear. If you really want to work for the company in question and the job in particular, you must show it! You must show a passion for the job. To sum it up:

• Know your passion: Understand the kind of job that drives your interest and the environment that fits you best. If you don’t have a passion for the work, you are wasting everyone’s time, especially yours.
• Be proactive. Use active investigation and analysis to open doors, get interviews, and gain a leg-up on your competition.
• Do your homework. Don’t stop at the obligatory background investigation; understand the issues driving the company and how the job supports their goals and objectives. Demonstrate that knowledge in a tangible way at every stage of the selection process.
• Better than just answering questions, demonstrating your work in a relevant context will be impactful and important to the hiring manager. It is so much better if your work is about the brand and job you seek.

Preparation is the key to any successful interview. Demonstrating your passion for the job is crucial. Showing your ability to understand the company’s issues and presenting your solutions will cinch the deal.