Having opened the business in 2002, it now seems established. One person went so far as to say “you are a brand”! The quality of the enterprise has rested on two factors, neither of which I understood fully when I started. First, nearly everyone with whom I work is referred by someone who knows me, perhaps not intimately, but well enough to know that we might well relate effectively. For these referrals, I thank you. Second, the focus of the business, that is, the need to discover one’s real gifts and interests, then set a course, can go out of focus in a catastrophic job market. People want names, numbers, and employment targets.. I have for the most part resisted changing the business. In EVERY case, the first task is to set a course after some period of self-examination. Thereafter, I am happy to help an individual with contacts and tactics for a job search.

My thirty years in executive recruiting has been instructive. There remains an extraordinary level of confusion about how these intermediaries work. It is relatively simple for me to interpret and expedite some of these relationships and transactions. And my former counterparts have been helpful to many of my clients whenever it served their own objectives.

I remain stunned by the wasted resources represented by those senior executives, over 50 years of age, who are underutilized, despite records of real distinction. There is rampant age discrimination in the high end of the executive job market. It is often unconscious, but never subtle. What I do NOT know, because there is no data, is whether there is a sufficient amount of talent in the next generation to replace this cadre. If so, it is understandable that some will have to move aside as they age to make room. This year I have seen, on a more positive note, a few examples of people in their sixties prevailing in searches for top positions over younger competitors. But the phenomenon of age discrimination must be one of great anachronisms of all time, given health and life expectancy changes.

JWF Advisors has generally not done corporate outplacement work. I have found that, while sometimes a deal breaker, committing to pay a fee by the individual almost always assures a very high level of engagement in the transition process. Whether it is cause or effect, it has become a key pillar of the business model.

I have been reminded of another reason I choose not to do much outplacement. In a stormy economy, people are evidently more anxious, sometimes damaged, with an often unrealistic sense of urgency, as well as significantly compromised powers of self-analysis. They want jobs. They need a kind of support that I am not qualified to provide. I can add considerably less value in that environment.

Working with people from other parts of the U.S. has proven to be much more workable than I had originally expected. Again, it probably goes to the quality of the initial referral, and a situation where trust can be established relatively quickly. This past year, JWF Advisors has experienced a vast expansion of geographic coverage.

I have also decided not to do hourly work. Put simply, as compared to a six months retainer, an hourly arrangement proved to be a financial disincentive to meet, to ask questions, and to expand the dialogue. The longer term fixed fee encourages frequent dialogue in person or by phone, whenever desirable.

Perhaps the most predictable happy outcome has to do with my own idiosyncrasy. I, for many years as an executive recruiter, realized that we only got to know people as they wanted to be known. There was nothing natural about most interviews, they lasted up to 90 minutes, and I often never saw the person again. I very often wished I could have known them better. My present business is built around the trust that knowing one another better and more thoroughly will help, not hurt the process. Clients learn the most when they are willing to explore their inner selves. Hence, the journey is expedited.

Finally, my favorite story about the business is a quote from one of our children. When they read on the website that I would be careful in selecting those with whom I worked, they hooted. “Dad, you can’t make it sound like it is hard to get in, like a club.” It’s not like a club. But to have exercised care, doing quiet checks on reputations, confirming details of work histories, has resulted in the privilege of working with a group of exceptional, ethical, and curious executives. Each is capable of making a serious contribution.

Not surprisingly, individuals who make transitions after many years with the same employer are disadvantaged.  They tend not to have been opportunistic about their careers, are less nimble in presenting themselves, lack familiarity with how hiring is done at the senior level, and tend to make assumptions about other employers that may not apply.  They can benefit from my services.

Business school students face formidable odds for productive employment.  But the harder and changing times have forced them to be more creative than to limit their choices to simply management consulting and banking.  For some, the imperative to examine both themselves and the job market more carefully, as well as engaging in essential networking, should serve them well in the future.

Decision making on the part of employers has slowed to a crawl. Uncertainly and anxiety about adding expenses is widespread.  For those in the job hunting stage of their transition, this has argued for keeping momentum on the search until the deal is signed.

In the final stages of negotiating a position, people tend to forget that, to fully achieve what they want for themselves, they must appear to remain a buyer not a seller.  This is much harder than it sounds, because usually the candidate has already made up his/her mind that they want the job.  I have spent a lot of time on this.

Another common shortcoming in the actual job search is the inability in an interview to finish a thought and a sentence without becoming too wordy or verbose.  I find this almost a universal tendency, especially when people are a bit nervous.  I spend time with some clients using video technology to provide feedback on interviewing skills.

There are two simple models as careers unfold: careers that are managed and careers that are comprised of a series of relatively random or fortuitous events.  All of my clients, in making the decision to examine their career strategy and choices are in the former category.  I do not know how to reach the second category, even to simply promote the desirability of career management.

I have worked with people of all ages.  One of the hardest chores of all the people I have assisted falls on those who are young parents, successful in their careers thus far, busy beyond belief with family and professional commitments.  For these individuals as a group, it is very difficult to both meet present commitments and keep perspective and objectivity on their career situation.  It is hard for everyone to be objective about how ones career is going, but particularly hard for this demographic.

Once my clients have determined a course of action for their career and enter the job search stage, tenacity is all important.  Especially in an uncertain economy, this process, even for the most talented, is punishing.  Months can go by with no positive feedback or results, a condition to which none of my clients is accustomed.  My role in these cases has been a little like a coach working with a marathoner, with encouragement and tips on how to run through the pain.

One final point, for all the obstacles, challenges and frustrations that exist, and the infamous inefficiencies of the job market, one truth overrules all others: exceptional talent and leadership are rare.  There is always a place for it.

The majority of my clients have come from personal referrals by people who know both the person seeking assistance and me.  Thanks to all of you who have taken the trouble to make such referrals.  I am proud of the quality of work done by both sides, and look forward to many more years of exciting engagement.

INTERRUPTED TENURE
CEOs who have an interruption in their tenure, often for worthy publicly-oriented purposes, are penalized when they reenter the market. Some clients have heard repeatedly, “you have been out of the CEO chair too long” to be a viable candidate for a job comparable to what they previously occupied. A former CEO of a Fortune 200 company, after running for public office, had trouble getting the attention of recruiters. This is certainly a disincentive to consider public service by our top business leaders. It also probably means there are fewer “statesmen” CEOs, those who with the disposition and experience to consider the greater public good, role of government, and social/humanitarian issues, all while maximizing shareholder returns.

CAREER STAGES
As baby boomers transition from top operating jobs to more advisory, often governance roles, I have found a wide range of reactions. Some miss the intensity, focus, and authority of their former position. Others find it hard to go from focus on a single organization to thinking about multiple institutions, both profit and non-profit, multitasking. Others enjoy the increased flexibility of this stage of life invigorating and liberating. Adaptability is a distinguishing and very important characteristic. As the former head of an IT company and now on several corporate boards put it, “life is a journey and every day we learn as we go”.

RECOMMITMENT
A number of clients who have sought my counsel with the initial hope of changing career direction have found themselves reignited in their existing careers. This often follows a process of intensive self-examination, and a realistic look at career options. A partner in a prestigious global professional services firm, initially very frustrated, is now happy, with added responsibility at his firm. The moral of these stories appears to be: if losing interest in what you are doing, don’t move too far, too fast.

PRESENTATION SKILLS
Surprisingly, and on a more tactical level, there is a profound lack of self-awareness on the part of many executives about their own style of presentation. It is clear that many of them have never received adequate feedback. Using video recording technology to film mock interviews has been important and in some cases life changing for my clients. Seeing oneself on a video is much more conclusive that the observations of an outside party. A typical response has been, “Wow, I really need to ramp up the amount of energy and enthusiasm I am projecting.”

NETWORKING
Curiously, the art of networking or “working a room” is mastered by few. Once the strategy stage of our work is finished and the execution stage of entering the job market begins, a surprising number of successful people feel uncomfortable promoting themselves through broad exposure at public events. There can be no more important element to conducting a job search than being around and seen by the appropriate decision influencers and decision makers. One individual, now a senior executive in a top health services firm, made a strenuous effort to be seen and meet as many people as he could in several months. To his astonishment, he found it stimulating, productive, and even fun. Interestingly, the people who seem to be effective in this area are those who learned early in their career, at a young age, the imperative of networking when they were forced to conduct their own job search.

INTERMEDIARIES
Many executives still don’t understand how executive recruiters work. Rather than trying to imagine the life of the recruiter, and design an appropriate approach, they tend to want to be introduced, talk on the phone, and have a meal with the search person. They fail to understand that no successful recruiter has time to meet or have a phone conversation unless the individual is a very probable prospect on an existing search. Similarly, the best way to be remembered by a recruiter is not by buying him lunch but by giving him a good idea for a candidate for one of his active searches.

Perhaps most happily, the individuals who have heard of and contacted JWF Advisors have been outstanding individuals. All those with whom I have worked have a great deal to offer. The word of mouth marketing seems to work well in self-selecting the people who call. It does not always however assure a steady and even level of work.

These are high class issues that my clients are dealing with, as virtually none is driven by a financial imperative. These are people for the most part experiencing a degree of freedom which can at times be startling, even disorienting.

Because of the confidential nature of the work, it may be best to summarize the first eighteen months’ work of JWF Advisors with anonymous case studies. At this writing, the business is growing dramatically and taking on clearer definition. But my initial characterization of the need, in the phrase “there is no one to talk to”, is at the very center of the strategy.

• One client who had successfully run one multi-billion public company and transformed two others sought my counsel after deciding to reengage as a CEO. Because he had never before in his career sought a position, the work included clarifying his message, identifying his target and presentation, and making introductions to a selected group of board members. Basic techniques of networking were examined, and in his case I eventually counseled that he broaden his initial target, which he had set too narrowly. He presently has an offer from an organization not included in his initial strategy.
• Another client, CEO of a very successful non-profit enterprise, was having difficulty with his board of directors. After a careful examination of the source and causes of the conflict, he decided to leave the organization, become a consultant to them, and start his own business. In this case, a confidential advisor with whom to discuss and analyze very complex and painful frustrations was crucial.
• Having lost his position, a COO asked his company to support his work with JWF Advisors. It became clear that he had no idea what had caused the problem. My careful review of references at his former firm revealed some important communication lapses on both sides. In his newly acquired position in a new firm, he takes some crucial feedback by which to measure and gauge his future communication style and effectiveness. He also was careful to select a group of people in his present employer with whom he was confident his style of communication would be effective.
• A most effective leader was approached to be a candidate for CEO of a major national organization. She knew a lot about the job and situation because of her past work experience. She had had direct contact with the organization in her past work. She too had never been an “applicant” for a senior job before. We worked together to collect information about her strengths and weaknesses as pertained to the position and conducted and filmed mock interviews to simulate meetings with the search committee. The key ingredient was for her to see herself objectively in the competitive search process and to send a consistent message about herself.
• Another individual sought me out after having serious reservations about whether he wished to continue his successful career in a professional services arena. He had periodically considered leaving, but always decided that the money and prestige of his position were too much to give up. We worked together to assess objectively the quality of his present situation. He had had some symptoms of depression for which he was receiving treatment. After receiving an informal offer from a competing firm in his present field, he concluded that, while entertaining that opportunity, he would also assess starting his own business or completely changing fields.
• Working with a mid-career professional, a lawyer, I have utilized several exercises designed to identify themes that characterize the person’s life. The individual has become aware of an entrepreneurial venture that she finds very appealing. She is also in the “perfect job” at present, but for a heavy administrative aspect. She is torn between the job for which she spent most of her life preparing on the one hand, and an exciting and unexpected opportunity on the other. We assessed the costs and benefits of each alternative, and she is presently pursuing the entrepreneurial opportunity while remaining employed.
• Finally, a founder and CEO of a publicly-traded billion dollar business has turned the business over to a succession management team. He is in the process of constructing a portfolio of activities. His issue is that he is well known and is often asked to help other CEOs with various matters, often as a member of their board. He is attempting to prioritize his own interests in order to make good decisions about which opportunities to pursue. He wants these choices to align with the way he wants to spend the next twenty years of his career. This is hard work for a person who enjoys being in high demand.

These are but a few of the dozens of interesting journeys on which my clients are embarked. I am struck by several things, none of them surprising.

1. Each person and situation is entirely different, and it is hard to imagine a way of developing a uniform “prescription” approach to my services.
2. Each has expressed high levels of satisfaction of having candid feedback delivered by someone familiar with the job market. Feedback in most organizations, and in life, is sparse at best. They also uniformly appreciate a confidential setting in which to analyze their situation.
3. The constricted condition of the senior job market has created unusual pressure for people out of work to find positions. This can be a distraction in doing career work. We have responded by making as many personal introductions as appropriate. We do not charge a placement fee.
4. It is imperative for me to pick my clients carefully. I cannot be helpful in every type of situation, and conversely can have strong impact in cases like those listed above. The criteria for selection become clearer with time.
5. Overall, I feel we have had a great deal of success with our clients. The effort and commitment of the individual, including commitments of time and financial resources, have been the critical variables. Suffice it to say that everyone who has given our relationship high priority has benefited significantly.

It has been very exciting to embark on this new chapter of my own career. I have found the work stimulating, challenging, and engaging. Thank you for your support and encouragement.

Since that time, dozens of executives have committed to work with the advisor to do the often challenging work of determining their career goals. While most have records of distinctive accomplishment, and many are privileged to have many choices, they have sought a partner to determine what the next chapters of their careers would look like.

The range of subjects addressed includes:

• Identification of precise strengths and weaknesses, with documentation of each.
• Experiences in the past which have provided joy and stimulation and analysis of why
• The individual’s financial status and objectives
• Geographic and family preferences/constraints
• Identification of preferred industries
• Identification of preferred functions.
• Targeting of firms/institutions and positions which fit these requirements.
• Introduction to executive recruiters with specialization in relevant areas.
• Preparation of appropriate biographical information
• Preparation of “elevator speech” to succinctly introduce oneself and one’s goals.
• Video recording of mock interviews to assess and, if necessary, alter presentation style and respond to specific difficult questions
• Strategy for networking and information interview campaign
• Inclusion of spouse/partner where appropriate

The clients include individuals who have recently sold businesses, people who were runner up in a CEO competition at their company, executives who are weary of their present path and want to alter career direction, as well as executives who have achieved career goals in their present companies and are looking for a new challenge. Advisory fees have been paid both by the individual or by their company.

The work of career planning is arduous and requires full engagement, insights, patience and time. The typical assignment is a six month agreement which has proven to be adequate time to complete the work.

Hourly consultations are available, but should not be confused with the longer term mutual commitment which yields significantly more strategic results.

There are several conditions which are required to be successful in this work.

• A trust based relationship with the advisor
• Willingness and readiness to elevate this to be a top priority issue in the life of the client
• Openness to feedback, coaching, and willingness to change
• Tenacity, durability, and consistency.

This service is NOT job placement. While the advisor is willing to make referrals and recommendations where appropriate, the actual acquisition of a position is beyond the scope of the objectives. A number of individuals have, however, cut short their engagement after receiving and accepting appropriate job offers.

To summarize, JWF Advisors was founded to provide a confidential setting in which an individual has the opportunity to work with an expert and confidant over an extended period of time to determine the course of his/her career. The advisor brings a combination of knowledge of career patterns, exposure to a wide range of successful executives, and expertise in the dynamics of the job market. As each individual has specific and unique needs, there is no formulaic approach.

Mr. Franklin is a graduate of Amherst College and the Johns Hopkins School of Advanced International Studies. He served in the United States Peace Corps as part of the second group assigned to Nepal and in the Agency for International Development of the U.S. Department of State.

His former colleague, Russell S. Reynolds, Jr., founder of Russell Reynolds Associates says “John has the requisite skills, intelligence, temperament and knowledge for this activity. He is a very effective counselor of senior executives regarding their career strategies. I recommend him highly.”

Mr. Franklin has been selected to provide career planning advice to students at the School of Advanced International Studies of Johns Hopkins University. He is a member of the board of Mothers to Mothers (M2M), headquartered in Cape Town, South Africa, where he serves as head of the Compensation Committee. He also serves on the board of Comrise China, a staffing company operating in six Chinese cities. He served as President of the Board of Directors of the William Wendt Center for Loss and Healing.