Applying for leadership roles

There are many good books on interviewing techniques[1] and I would encourage you to invest in one or two. What follows is my list of things to consider when you decide to make leadership a goal. Remember also, the need to have balance in your life between personal and business commitments so take this into consideration in your planning.

  1. Constantly update your CV so you can move quickly if an opportunity arises. It is important (given the large numbers of applicants for some leadership positions) to provide a strong summary of your experiences and your successes at the beginning of your CV.

    Your CV format could include:

    • Section 1:

      Front page with Title and all contact details

    • Section 2:

      Summary of experience and achievements– e.g. outcomes, successful changes you’ve initiated, quantifiable successes. You may also put in your career goal(s) if applicable.

    • Section 3:

      Chronological work experience (current to past) to back up your achievements on section two. Provide some indication of magnitude of position(s) (budget, numbers of staff, reporting lines, key performance requirements etc). Keep it brief.

    • Section 4:

      Academic qualifications – these can go before work experience if you feel this aspect will be weighted heavily for the position.

    • Section 5:

      Leadership and achievement in other areas – community, sport etc

    • Section 6:

      Referees – Name, contact details and the relationship you have with each person (i.e. manager, long term colleague etc)

  2. Take time to think about the cost in terms of the potential changes in your life. These changes could include shifting geographically, more time in the office and higher levels of stress. Once you have thought about and discussed these changes (and have the support of family and partners), then you will be in a better position to make your decision and go for it
  3. Don’t be afraid to drop yourself into a job that will challenge you - try it for a while and where possible leave the door open to your previous position just in case you need to return. If you never jump you’ll never push your leadership abilities to the highest potential.
  4. If a position appeals do some serious research - talk to trusted friends, colleagues, and people working within the organisation (if that is possible). Be sure you are hungry and enthused for the job before you formally apply; that way you are more likely to put the required effort into the application (days not hours). If you are not hungry for the position don’t apply – your lack of passion is likely to show. If your application is successful don’t underestimate the energy required for this level of change in your life so put some ‘life balance’ plans into place.
  5. Stay flexible – people who refuse a job because it is not the perfect one for them may find they miss the opportunities that arise out of the most unlikely situations.
  6. Once you have made a decision to apply for a role make a start on your preparation ASAP.

    This might include:

    • Research those who will be on the interview panel – not just their names but as much about them as possible – put yourself in their shoes and think about the questions they might ask.
    • If a presentation is required be prepared to practice your speech over and over, (on your own and in front of others). Ensure you keep to time limits where they are required and use visual props where possible. If these are not allowed make sure you develop a formula for your speech that is simple, easy for the interviewers to remember and clearly articulates your key messages[2].
    • Decide how you will approach your presentation (standing, sitting, with or without props, and what materials to leave (highlighting your key points etc).
    • Think about your strong/weak points and consider how you will answer any question that might arise in relationship to these.
    • Research the organisation – their values (check alignment with yours) and strategic direction. Based on this, consider the types of questions they might ask and the experiences you have that could contribute to their organisation. Note the community links where applicable and ensure you raise any community work you have done if it is relevant.
    • Understand the key business trends that might impact on this type of organisation and be prepared to discuss them.
    • Think carefully about the messages you want to get across in the interview and use every opportunity to repeat them throughout the interview.
    • Be clear on what you wish to achieve as a leader in the first 6 to 12 months and be able to articulate this clearly.
    • Organise your own set of questions – an interview process is not a one-way street.
    • Gently 'credentialise' yourself with those who might be able to influence leadership opportunities and who might also be able to act as referees

  7. If you apply through an agency listen carefully to the recruiter; they will have a good handle on what is required and will be able to give you clues on where you need to place emphasis.
  8. If the position is an internal one put in as much time and effort into your preparation as you would for an external job application – one of the biggest mistakes internal applicants make is to assume the people interviewing them know most of their work history. Remember you may be competing with external applicants so your performance on the day will be compared to theirs.
  9. On the subject of referees – make very sure you can trust what they will say. In my personal experience (unless a referee is trying to get rid of someone from his/her organisation), he/she will be pretty honest when confronted by a good recruiter who asks the right questions. Try and think about the questions your referees might be asked, and only then, pick a referee who knows you well and supports your leadership aims.
[1] One book I found useful for leadership interviews is: Neil Yeager and Lee Hough. Power Interviews – job winning tactics from fortune 500 recruiters. (revised edition 1998). John Wiley & sons Inc : United States

[2] The 4MAT model developed by Bernice McCarthy (1970) is useful. This model is also included in Tadd James book Presenting magically. It ensures you include the “Why, what, how, and what-if (future consequences)” into your presentation.