With a bit of extra effort, you may be able to have a job created for you. The key is to present yourself as the solution to a problem the organization is facing, whether or not they are aware of that problem right now.
You can get offers, even when no job openings are said to exist. You simply need to present yourself as a solution to a problem. Let's face it, everybody's looking for talent if they have benefits to bring them. With a little initiative, many people have created their own destiny. This approach is one more method for going after unpublished jobs.
You can get offers, even when employers say that no job openings exist. You simply need to present yourself as a solution to a problem. The "create a job" approach should also be considered by anyone who may have difficulty winning offers through other means. In these situations, to win the job you want, you may have to create it by making an employer aware of your ability to make contributions.
Keep in mind this simple thought. Employers hire people whenever they are persuaded that the benefit of having the person on board sufficiently outweighs the dollar cost. Here are some guiding principles.
(1) Focus on Small to Medium- Sized Firms
The first principle to understand is that to have your best chance at creating a job, your highest probability targets are likely to be small to medium-sized companies. This includes firms that are growing rapidly, bringing out new products, forming new divisions, acquiring other companies, etc.
These are the companies that need good people, often from other industries. They are free to make decisive moves quickly in response to opportunities. Large corporations are the least likely to respond to this approach. Budgets are usually allocated far in advance, and hiring practices tend to be relatively slow and methodical.
(2) Reach the Right High Level People
The second principle involves your reaching the appropriate high-level people. For example, you must be able to communicate directly with the person you would most likely work for, or their boss. In small and medium-sized companies, it would be someone at the VP level or above. More often than not, the president would be involved.
Entrepreneurs, of course, can create jobs. So can affluent individuals with large staffs and interests in many organizations. In a larger company, be sure to choose the person who has ultimate responsibility for your area.
(3) Get Across Your Benefit Proposition
The third principle is to make sure that you get across your benefit proposition. It must be an accurate, concise and easily understood description of what you can do.
Your message has to hold the promise of tangible value on a scale large enough to warrant an investment in you. In that initial communication, you will also need to establish your credentials. Mention specific results you achieved in the past.
Achievements you cite don't have to be large, but they do have to be significant. Remember that if you have an exciting idea to communicate, it may help if you can show how someone else has already used that idea successfully.
Dealing with opportunities is a key job for many executives. Most don't have enough time in the day, and they are predisposed to positive news from people who can help them. They will want to believe your message, so all you need do is make sure you provide positive reinforcement.
By the way, you can get your message across by phone or with a letter. Either way, make sure your "benefit position" is clear, easy to measure and significant; and be prepared to quickly establish your credentials.
(4) Take Strong Initiatives in Your First Interview
Remember, your initial communication held out the promise of a significant benefit. What are your ideas? What makes you confident that they'll work? Do you really understand this company, its problems and opportunities? Address these areas, but always remember to convey humility. Acknowledge that the other person has a better grasp of the problems facing the company than you could possibly have. This will help build positive rapport.
There are any number of simple phrases you might use. For example, you might say, "I hope you didn't find my letter too presumptuous. No doubt, you've already given a lot of consideration to these areas." Or "I'm sure you've talked to many people who thought they knew your business better than you do. I don't mean to come across that way. I have a number of ideas, but let me first pay you the courtesy of listening to your opinion on these areas."
Comments like these set the stage for a cordial exchange of ideas. They can allow you to do the three things you need to accomplish in your first meeting. They are as follows: learn what the employer really wants; build rapport; and focus the attention on the areas where you can help.
Your first goal is to find out how the employer views the problem. What does he see as the key challenges? What is the "hot button"? Where are the priorities as the employer sees them? What attempts have been made in the past? And, how much progress has already been made?
By asking a few questions and listening carefully, you will find out what the employer really wants. You will also be building rapport. Make sure you maintain a balanced conversation. Ask questions and make positive comments in response to the interviewer's remarks.
Most important, try to get the employer to share his innermost thoughts. Try to find out his vision for the organization. Only when he starts to think about this and the significant achievements he might realize, would he consider creating a job.
If you are able to accomplish this in that first interview, that's enough. State that you would like to give things some further thought and clarify the benefits you bring to the situation. Show your enthusiasm, and get agreement that a second interview would be worthwhile.
Remember, in your second interview you must reinforce your value by drawing an unusually clear picture of the benefits you can bring. Then, you need to build enough enthusiasm to get an offer or be asked to speak with others.
(5) Stir the Employer's Imagination
The fifth overall principle involves your need to stir the employer's imagination. The employer should begin to anticipate specific benefits and be able to relate them directly to your talents. The entire focus of the conversation should be on the future, with the employer picturing a company already benefiting from your contributions.
Remember, the decision to create a job is as much emotional as it is intellectual. A dry recitation of proposed improvements won't be enough. You will have to convey enthusiasm and create a sense of excitement.
Of course, to do this you will have to refine your thinking, clearly identifying those areas the employer sees as most important. Be ready to discuss general approaches you would take to reinforce the notion that you will succeed. Your best way to do this is to tell stories about your past achievements.
If you build sufficient enthusiasm, the employer may conclude the meeting with a statement that he'd like to create a job for you. Or, he may ask you to meet with others in the company. If that happens, take the opportunity to build additional enthusiasm with every member of the team.
(6) If You're Not Succeeding, Try the "Report Option"
Here, you need to make an offer to study the situation in more detail, perhaps to observe the company's operations or talk to knowledgeable outsiders, then to come back with a written report. The purpose? To make the entire subject more significant in the employer's mind.
It is the same principle used by management consultants, advertising agencies, top sales producers and others when they want to stimulate a company to action. The very act of a study, and the presentation of a report following it, builds an aura of importance. Your report doesn't need to be lengthy. It should, however, discuss the areas where you would hope to make significant contributions. For each of them, you would want to point out how you would proceed and the near-term benefits for the company.
Summarizing How to Get Employers to Create a Job That Is Right for You
- With a little imagination, you can win a position that is created. The position can be tailored to your best abilities.
- Small to medium size firms will be your best bets, and you must reach the highest level people.
- Be sure to get across your benefit proposition, and take strong initiatives in your first interview. Stir the employer's imagination.
If you're not succeeding try the report option.