What are you worried about?
When I get calls from higher ed. leaders who want me to help them in their job search, I am always interested in hearing about their doubts and insecurities. I want to understand their perspective on how competitive they think they are for top leadership positions, as well as what they want to improve while working with me. Interestingly, they often worry about little things that aren’t significant (e.g. limited experience with something that isn’t even required for the job) or waste energy on things they cannot change (e.g. their age).
There is no power or even opportunity in trying to change the past or feeling at a disadvantage because of something they cannot change. The real opportunity is to improve self-awareness and self-appreciation, to then have clarity on what strengths and accomplishments to communicate in the interview process. When a candidate is qualified and appears to be the right person for the job, nobody will care about the little things that aren’t perfect. The key is to understand what it means to be “the right person”.
What we all have in common
Obviously, “the right person for the job” means different things to different people, because of different organizational cultures, values, history, goals, and vision for the future. But there are qualities we all crave and want to see in the people we hire for higher ed. leadership position.
Today is 9/30/2020. Last night, I watched parts of the presidential debate and was quite horrified. I missed the first 20 minutes and when I started streaming, the first thing I witnessed was two candidates insulting each other and speaking over each other. In a matter of seconds, I felt tightness in my throat, a knot in my stomach, and I briefly asked myself if it was time to move to another country again. Spoiler alert: no, I’m not moving back to Europe, but my point is that high stress can trigger a fight or flight response. The way we make people feel is even more important than what we’re trying to say.
Being an Executive Coach, I help my clients develop more emotional intelligence, influence and charisma, and there I was, witnessing an exchange between two people that didn’t feel… presidential. When we put politics aside and look at what characteristics make leaders influential, we realize we want leaders who are trustworthy, highly competent, calm, and who unite people to work towards common goals. So, what does this mean for you?
Show who you really are
Now more than ever, people are struggling with uncertainty, fear of the future, not knowing what to believe or whom to trust anymore. So yes, of course, you need to be qualified for the job you want, but the committee’s hiring decision won’t be based on who has a couple more years of teaching experience, or published more peer-reviewed articles, or received 10% more funding, or supervised 15% more people etc… What will win you the job is your ability to make the committee feel that their institution would be in good hands with you.
Instead of focusing on details or communicating a huge laundry list of your past accomplishments, show who you are as a leader. Communicate with clarity, calm, and confidence, focusing on the essence of each question instead of getting lost in the story and delivering less-than-compelling answers. Remember that you are not a 20-year old trying to prove basic competency for an entry-level job. If you are at a second-level interview for an executive position at a college or university, you - and everyone else at that stage - are competent. Any of you can do the job. Your mission is to show not that you are capable but to show that you are a tremendous asset they have to have! Woo them with your charisma, vision, strength, trustworthiness, empathy, and confidence.
Of course, don’t skip the obvious steps, do your homework, learn as much as you can about the institution and what they need, but don’t stop there. You also need to learn about yourself. Do some journaling or at least reflection about what you are seeking, why you are seeking it, and what you want to experience at your next job. If you skip that step, you’ll waste time applying for jobs that are wrong for you and you will get even more confused and discouraged by lack of progress.
Another essential step is to clarify your strengths and what you bring to the table. From that long list, it’s critical to identify what are the 3 or 4 most important characteristics. The reason is that if you try to make the committee members notice 50 things about you, you’ll be scattered, and nothing will stand out effectively. Instead, you want to know what impression you want to make and be highly congruent throughout the entire process to be effective. If you’re not sure what I mean, ask yourself what you want to be know for. What do you want people to say when they describe you? Develop a personal brand, much like businesses do.
How committed are you to success?
Higher ed. institutions need exceptional leaders to get them through covid and beyond. Some administrators don’t feel up to the challenge and will choose to stay put at their current jobs until the situation improves. I can respect that and honestly, if they don’t believe in themselves, I’d rather not see them given responsibilities they can’t handle. But that’s not you, is it? My readers tend to be courageous, ambitious, and always seeking to contribute more.
Where would you rather be six months from now? In the semi-comfort of your current job because it’s familiar, or serving at a higher level because you’ve accepted a new leadership position? If it’s the latter, I urge you to schedule a complimentary call with me to discuss how I can help you throughout your job search process, with every step. Let me spare you self-doubt and regret. You don’t have to learn the hard way by taking too long to get a job offer because you can’t see your own blind spots. Let’s team up. Higher needs you to step up and you deserve the opportunity. Let’s talk soon.
About the author: Dr. Audrey Reille has empowered thousands of professionals through one-on-one coaching, group coaching, speaking engagements, and online courses. Audrey is the go-to coach for leaders in higher education administration. She empowers them to thrive by reducing stress, optimizing strategies, improving professional relationships, and developing a strong and empowered mindset.