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Talent Market's mission is to promote liberty by providing talent for critical roles within the free-market nonprofit sector

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Talent Tip #58: Working for Liberty: Think Like a Start-Up (or Why You Should Listen to Matt Warner at Atlas Network)

July 15, 2014

I recently got my paws on a great piece of career advice written by Matt Warner from Atlas Network. As with any gem related to working for liberty, I wanted to share it with you. It was written especially for those with a limited work history, but I think many of his points transcend  experience level.

You Had Me At Hello

Matt had me hooked very early in the article. He writes:

“If you are starting your first job, or starting a new job in a new field, you may find it useful to think of yourself as a start-up company. One of the key things you have in common with a start-up company is that your product is unproven. It means you are making your employer a new value proposition and you need to deliver [emphasis added].”

But Wait, There’s More!

I won’t give the whole plot away, but here is a sampling of some of Matt’s key points:

  • “Audition” for New Responsibilities – Matt suggests that employees take on extra work after they have completed their core duties and then present the work to the boss in a low stakes way. He notes that “this approach is the opposite approach many take when hoping to grow in their responsibilities. Many will perform their core duties and then, at some point, solicit their boss for more responsibilities….I think you will see better results if you follow an approach that keeps the burden on you [emphasis added].”  Well said! Instead of giving your boss one more thing to do, take something off of his plate!
  • Spend Your Time Wisely – Matt counsels that we should be judicious with our time and learn to discern what valuable work really is. “Don’t distinguish between menial and glamorous work to guide decisions about what’s worth your time, distinguish between valuable and not valuable.” I am pretty sure I blurted out “Oh, heck, yeah!” when I read this. Not only is this suggestion helpful to the organization, but it is also a good way for an employee to avoid a prima donna label and instead earn a reputation for being the go-to-guy/gal.
  • Focus on Solutions – Ah, this one was so good I got choked up reading it. Matt writes, “Identifying problems is good, but it’s a common skill. Identifying solutions is the key to success and the best way to avoid another common pitfall for the new employee: negativity.” Matt’s wisdom is reminiscent of the sagacious Ben Franklin, “Any fool can criticize, condemn and complain – and most fools do.” What boss wouldn’t trade a staff of complainers for one problem-solver?
  • Quality Control – This one made me sob like a girl at a junior high dance. Are you ready for it?  “You want to make a good impression and complete tasks assigned to you quickly, especially in a new job; but you should get in the habit of carefully and creatively double-checking everything before you send or turn it in, even emails to coworkers. If something you pass along to your boss or your coworker requires a lot of obvious corrections, this may harm your reputation as a go-to person.”

Ok. That is the last nugget you get! You have the read the rest for yourself.

And please do share the article with folks who are just entering the workforce, as well as those who seek to constantly improve. Matt’s wisdom will help them build their brands and careers.

Talent Tip #57: The Cover Letter: Common Pitfalls and Secret Ingredients

June 15, 2014

Like Mickey Rourke and Twinkies, some things just deserve a comeback. That’s why our Talent Tip is going to tackle the topic of cover letters once again!

As you might imagine, I have the great fortune of reading many cover letters each day. Some are fabulous; some make me question humanity.

The good news is that it doesn’t take Billy Shakespeare to craft a good cover letter. By avoiding a few common pitfalls and including some key ingredients, anyone can master it.

Let’s start with the pitfalls. Here are the three most common cover letter mistakes I see:

1. Generic Cover Letters – Buying generic dish soap is one thing. Writing a generic cover letter is another. Here’s a hint from Heloise: Don’t do it. Generic cover letters indicate you haven’t taken the time to carefully investigate the job for which you are applying. They also signal that you’re busy applying for so many roles at the same time that you can’t be bothered to tailor a cover letter for each. Finally, generic letters strongly imply you don’t give a rip about whether or not you get the job. (Which is a good thing, because most of my clients won’t be impressed enough to offer an interview.)
2. Me, Me, Me, Me, Me, Me, Me! – Cover letters are supposed to showcase your skills, abilities, and interest in the job; but you don’t want to be braggadocios and turn the letter into a Me-fest. Knowing where to draw the line can be tricky. Here’s a simple suggestion: include at least one full paragraph about the organization to which you’re applying. Explain why you care about the work it does and why you want to help advance its mission.
3. Grammatical and Spelling Errors – I sound like a broken record here, but I feel compelled to mention it yet again. Grammatical and spelling errors are the most common reason my clients reject candidates. This is a quote I received recently from a client about a candidate: “He looks good, but has a big error in his cover letter…” And that was the end of that.

Now that we have the NO–NOs out of the way, let’s talk about the critical items to include in your cover letter.  I think there are five must-haves, preferably in this order:
1. The Job – You probably got the hint with my tongue-lashing above about generic letters. But just in case you took a bathroom break and missed it, make sure you mention the job for which you are applying.  Include the specific title (some groups simultaneously hire for multiple roles in the same department) and, if possible, tell the organization how you learned about the opening.
2. Why You’re Interested – Again, I’m sure you got the picture from the pitfalls section; but to be sure, you should explain why you are interested in the role. Don’t forget to detail how you are philosophically aligned with the organization’s mission. Don’t be afraid to be passionate. I promise the person doing the hiring is passionate about the cause, too.
3. Why You’re Qualified – Include a brief summary of why you are qualified for the role. There’s no need to rehash your entire résumé – just hit the high points.
4. Special Requests – If the application instructions asks for specifics such as salary requirements or start-date availability, make sure to include them. Neglecting such requests can really irritate hiring managers, and nobody wants an irritated hiring manager.
5. Clarifications – You should use the cover letter to explain things that do not belong in a résumé or things that appear on your résumé but may need clarification. For instance, you may want to mention why you are on the job market (i.e. your organization is expecting layoffs, the campaign will be ending in November, etc.). You may also want to articulate whether you are willing to relocate, why you had a gap in your job history, etc.

You’re all set. Go forth and produce a great cover letter! And grab a Twinkie while you’re at it.

Talent Tip #56: We Recycle the Same Talent? Ah, Contraire, Mon Frère!

May 15, 2014

One of the lamentations I often hear from hiring managers in the free-market movement is “We recycle the same talent over and over.”

As they say in Yiddish, ah, contraire, mon frère!

Our movement is increasingly turning to other sectors to find individuals for critical roles.  Fun fact: 63% of Talent Market’s placements are from outside of the free-market nonprofit sector!piechart

I take every chance I get to encourage clients to consider hiring from outside of our universe. Doing so drastically increases the talent pool, gives us a chance to learn from other sectors, and allows us to benefit from new, amazing talent.

Sam Cosby is a perfect illustration of this point.

In early 2012, Sam was soliciting major gift funding and corporate support for public radio and television. His boss loved him, but Sam didn’t love the job. An ardent free-marketeer, Sam gave his boss notice and set out to find a job that would allow him to use his skills and be morally content. That’s when our paths crossed.

Our good friends at FEE (thanks, Carl Oberg!) connected Sam with Talent Market. We were in the process of helping the Beacon Center of Tennessee fill a development manager role; and, as luck would have it, Beacon was open-minded about considering outside talent.

Beacon President & CEO, Justin Owen, knows talent when he sees it. So, he hired Sam in short order.

Two years later, Sam’s still raising money for Beacon.  Here’s what Justin recently told me about Sam:

“Sam kicks *ss. Sam is an exceptionally hard worker who has revolutionized our development program. He believes in our vision and knows how to sell it. He learned some valuable skills working for the dark side with NPR, and now he’s found a place where he can exercise his fullest potential and fight for what he truly believes.”
Now, this is why I love my job. Justin’s happy. Sam’s happy. Beacon’s donors are happy. And Tennesseeians have a bit more liberty today than they did two years ago.

So, what’s the moral of this story? Consider hiring from other sectors when possible. Sam is proof it can work like a charm.

And a note to those was say we “recycle the same talent”…. remember that this is another way of saying we retain talent. That, of course, is a good thing!

(A special thanks to the late, great John Blundell for correcting my French (Yiddish) in the original post. We shared a birthday, a love of liberty, and a similar feistiness. I am honored to have known you, John.)

 

 

Talent Tip #55: On Assembling Bikes and Applying for Jobs

April 20, 2014

Raise your hand if you like following directions.

That’s what I thought. A lot of us liberty-loving folks shy away from someone else telling us what to do.

Related story-time: I was recently assembling two beach cruiser bikes with my husband. I ripped open one of the boxes and stared at the cornucopia of pieces and parts. The only shapes that were immediately identifiable were the tires and the always-practical front basket.  (That’s right – we have baskets on our bikes and we’re not ashamed. Mind you these are Huffy beach cruisers, not Cannondale road bikes. We won’t be wearing spandex logo gear whilst riding these puppies; we’ll be in flip flops, baby!)

Anyway, back to the story. Despite the fact the parts on the garage floor looked foreign to me (for all I knew, they could have been pieces of a Winnebago), the last thing I was going to do is pick up that 156 page manual and read the instructions.

My husband, on the other hand, is much more precise than I am. (One of the many reasons we’re great together.) So, he picked up the manual and began turning that Winnebago into a bike. He’s a good man, that Mr. Dixon.

Thanks to his following directions, we were cruising around the neighborhood in no time. Had I been left to my own devices, I’d probably still be sitting there staring at the parts.
Now, let’s apply this logic to job applications. It will pay big dividends if you follow instructions carefully before you shoot off your resume to a hiring manager.

Case in point, earlier in the year I worked on a senior level search in which candidates were asked to submit several items in one PDF document. The instructions were clear as day, but fewer than half of the applicants followed them. Some candidates failed to send the correct materials while others sent the required materials in an incorrect format. Some candidates seemingly made up their own application instructions and followed those instead (10 points for creativity!).

I’m a charitable person (well, sort of); therefore, I gave the applicants a chance to reapply correctly. I’ll be darned if many of them still didn’t follow the instructions on the second try! Oh boy.

Now, if you think I’m a stickler, you should talk to my clients. The most common reaction I get from clients is, “If the candidate can’t follow simple application instructions, how will he/she perform on the job?” They also say, “If the candidate doesn’t care enough to read the instructions, he/she must not be very interested in the job.” It’s hard to argue with either point.

So, I beg of you, next time you apply for a job, carefully read the application instructions! Failing to do so could cost you an interview and, therefore, the job.

And the next time you assemble a bike, get your detail-oriented spouse involved. Happy trails!

Talent Tip #54: Is Virtual Hiring Right for Us?

March 15, 2014

After last month’s e-newsletter about virtual hiring, readers responded with the enthusiasm of teenage girls at a One Direction concert. There wasn’t as much screaming, but the energy level was high.

 

Most of the people I heard from were very supportive of virtual hiring, though there were a few skeptics in the bunch. The skeptics noted that remote work isn’t always feasible and it’s not without a price. In short, virtual hiring isn’t for everyone; and it isn’t for every role.
And that’s precisely what I want to focus on this month. How do you determine if virtual hiring is the right move for your organization? 

To answer this question, I went to someone with a truckload of experience with remote employees: Todd Noebel, the Director of Hiring and Professional Development with Mercatus Center and Institute for Humane Studies.

Todd suggested there are four questions you should ask before considering a virtual hire.

1. Will virtual hiring work in our organization? 

Does your organization have the culture and values necessary to support virtual employees? If not, virtual hiring probably isn’t for you…yet. Perhaps you want to explore why virtual hiring wouldn’t work now and begin changing the culture so that it can handle virtual roles in the future.

2. Will virtual hiring work for this particular role?

Not every role can be remote. For instance, a virtual receptionist probably wouldn’t cut the mustard. Likewise, a senior level manager of a large office might not excel virtually. Some IT and HR roles may not be suited for remote work, and most entry level positions require a bit more oversight than can be accommodated via a remote scenario.

3. Will virtual hiring work for the supervisor?

To paraphrase a thought experiment: if an employee works at home and no supervisor is around to see it, does the employee create any value?

Some managers feel the need to witness their worker bees buzzing around the office. Unless they see employees toiling away, they aren’t comfortable or confident the work is getting done. For these types, virtual roles likely won’t work.

In addition to a high level of trust, virtual supervisors need to be excellent at exchanging information and ideas since virtual roles require focused communication.

4. Will working virtually suit the employee?

Let’s face it: the ideal virtual employee is above-average. Slackers need not apply. Self-starters who require minimal oversight make for good virtual employees. And, as with supervisors, virtual employees should be excellent communicators. Focus and work ethic are also critical to remote situations. If you think an employee on any given day is just as likely to watch The Young and the Restless as she is to actually work, perhaps a virtual role isn’t the best idea.

I hope these questions help you determine whether virtual hiring is an option for your organization. In coming e-newsletters we will tackle more issues related to remote work, including how to maximize effectiveness of virtual scenarios, the benefits of virtual hiring, etc.

We’ll also be giving away One Direction concert tickets to the person who offers the best advice about virtual hiring.

I’m kidding. I wouldn’t do that to you.

Talent Tip #53: Want to Expand Your Talent Pool? Hire Virtually!

February 15, 2014

When an outside-the-Beltway client calls me about an opening as of late, several thoughts run through my mind:

  • I wonder if the client is willing to consider a virtual office scenario…
  • I hope I remembered to turn off the coffee maker this morning…
  • What in the dickens happened to Bob Costas’ eye?  

All are important thoughts, but let’s focus on the first one. Allowing a role to be carried out in a virtual office scenario means greatly expanding your talent pool.

 

For you visual types, here’s an image that sums it up. Let’s say you are a running a nonprofit in my home state of Ohio. If you’re only willing to consider local candidates or those willing to relocate there, your talent pool is limited to the small circle in “Option A.” However, if you’re willing to hire remotely, your talent pool knows no bounds (“Option B”)!

This explains why I can’t recall the last time we had difficultly filling a virtual role. Alternatively, we have had a devil of a time with several on-site roles over the the course of the last year.

Why, you ask, is it so difficult to get candidates to relocate right now? Well, despite the current administration’s claims to the contrary, the market still stinks. That means many candidates are hesitant to relocate for a job – especially if it means taking a spouse and offspring along for the ride.  Candidates know it’s going to be difficult to sell their house, difficult for a spouse to find another job, and difficult to land a new job if the new one doesn’t work out.

To be clear, the virtual option isn’t for every role; nor is it for every nonprofit. I’m not suggesting you move to virtual roles if it doesn’t make sense for your organization. However, if you haven’t experimented with virtual employees yet and you’re struggling to fill a position, perhaps it’s an idea worth exploring.

A big thanks to Leslie Graves who just recommended this book on the topic: Remote: Office Not Required.

I’d also love to hear from those of you who have explored virtual hiring. How is it going for you? What tips can you share that will help other organizations utilize virtual offices more effectively? And do you have any idea what happened to Bob Costas?

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About Us

Claire Kittle Dixon
Executive Director

Claire runs the day-to-day operations of Talent Market, manages searches for clients, and oversees the organization’s fundraising communications, technology, administration, and cat-herding efforts…
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Katy Gambella
Director of Outreach

Katy oversees Talent Market’s outreach to young professionals and manages the outreach team. She also manages searches and executes outreach directly herself…
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Stephanie Keaveney
Senior Manager of Outreach
Stephanie splits her time between managing talent searches for free-market nonprofits, maintaing Talent Market’s social media presence, and engaging in outreach to young professionals interested in liberty-oriented careers…
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Bailey Drouant
Project Manager
Bailey assists free-market nonprofits with their hiring needs by helping them manage the search process from start to finish…
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Savannah Rupp
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Savannah channels her expertise to manage searches for free-market nonprofits, ensuring they find the perfect match to drive their missions forward. She also supports Talent Market’s…
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Talent Market is a nonprofit. We’ll wait here while that sinks in. We know it’s a crazy concept, but it’s been working like a charm since 2009.

Talent Market’s mission is to promote liberty by providing talent for critical roles within the free-market nonprofit sector.

We provide consulting and recruiting services at no cost to 501(c)3 nonprofit organizations that clearly and directly focus on advancing the principles of economic freedom, free enterprise, free trade, free speech, property rights, rule of law, and limited regulation. (We do not work with political organizations, organizations with mission statements that do not clearly advance free-market principles, organizations that focus on social issues, or organizations that have a focus outside of the United States. We are not a job board. ) 

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