{"id":3148,"date":"2013-07-29T08:16:08","date_gmt":"2013-07-29T13:16:08","guid":{"rendered":"http:\/\/steinvox.com\/blog\/?p=3148"},"modified":"2013-08-01T09:43:27","modified_gmt":"2013-08-01T14:43:27","slug":"leadership-resume-framing-is-paramount","status":"publish","type":"post","link":"https:\/\/steinvox.com\/blog\/leadership-resume-framing-is-paramount\/","title":{"rendered":"The Leadership R\u00e9sum\u00e9: Framing Is Paramount"},"content":{"rendered":"

\"Leadership<\/a>I\u2019ve helped dozens of executives and managers craft their leadership r\u00e9sum\u00e9.<\/p>\n

In my work helping teams, companies, and projects transform, change and evolve, it is inevitable that one or more team members don\u2019t make the transition. That\u2019s expected, reasonable, and often liberating for an individual that is holding back their career while at the same time holding back the group.<\/p>\n

On the outcome side, being a mentor and coach to someone you have put in transition has been a cornerstone of my interaction with other leaders. It is to be paying it forward \u2013 and an activity that I believe is core to servant leadership. It may be something you do, or want do do more, as a leader. Read on.<\/p>\n

Rearranging, reassembling and reorganizing management teams is a challenging task. Those that perceive this work to be well beyond the financial stakeholder\u2019s interests and that mentor people who become the consequences of this work are true leaders.<\/p>\n

The first thing to do is to remind ourselves and our colleagues that the goal of r\u00e9sum\u00e9 is not to convince an employer to hire the person described in the r\u00e9sum\u00e9. It is instead to incite and motivate the reader to reach out and invite the candidate to a phone call or a meeting.<\/p>\n

Framing A Leadership R\u00e9sum\u00e9 Is Hard Work<\/h1>\n

I\u2019ve found myself writing the same comments repeatedly. Not because I didn\u2019t invest the time to review each unique r\u00e9sum\u00e9, but because so often, it happens that leaders are not the best marketers of their own knowledge, skills and behaviors. All too often, people write their r\u00e9sum\u00e9 when they must write it \u2013 and they use legacy r\u00e9sum\u00e9 writing approahes that lists activities in bullet after bullet. There is a better way. This post is a summary of those pointers.<\/p>\n

Recruiter\u2019s Reading Pattern<\/h1>\n

A number of articles have already shown how a recruiter\u2019s eyes travel across your r\u00e9sum\u00e9. This research is worth considering in structuring the content in your r\u00e9sum\u00e9. Here\u2019s my summary, which should drive your focus when writing your own leadership r\u00e9sum\u00e9.<\/p>\n

    \n
  1. Recruiters first look at the top for <\/span>titles of what the job seeker is looking for.<\/em><\/li>\n
  2. If (and only if) titles match what the recruiter is sourcing <\/span>at that specific moment <\/em>they then read the opening paragraph to learn how your leadership r\u00e9sum\u00e9 demonstrates a consistent behavior and leadership attitude relative to your results and accomplishments.<\/span><\/li>\n
  3. The reader will look at your most current role, title, and results achieved there.<\/span><\/li>\n
  4. If the recruiter is still interested, they look at the end, to see if you have the requisite check-list items for degrees and education.<\/span><\/li>\n
  5. Finally, if at all, the recruiter may look at your chronology of jobs held \u2013 but more likely just at the company names to match to a preferred company sourcing list.<\/span><\/li>\n
  6. They will also look at titles you have held to observe your growth through progressive positions of greater responsibility<\/span><\/li>\n
  7. At this point, you may get a screening call that will focus on performance-based questions around:\u00a0<\/span>can you do the job they have open?<\/em><\/li>\n<\/ol>\n

    Leadership R\u00e9sum\u00e9 Guideposts<\/h1>\n

    First Third of Page One<\/h2>\n