Monthly Archives: April 2011

>The Hidden Job Market

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Today we have the second of a series of three guest posts from Ian Machan of Prepare4private Limited - “Levelling the playing field for Public Sector workers seeking jobs”.  As I explained before, Ian has extensive experience in both the private and public sectors. I hope you enjoyed his last post on Transferable Skills .  His third post should be here next week.


We at Prepare4Private have received some warming news.  A victim of the cuts in the NHS is looking for a new job. He is searching the Job sites, looking in the papers, as you would also expect. However he is also attacking the Hidden Job market with success.


The Hidden job markets is the catch all phrase for those jobs that never get advertised. I’ve seen estimates that from 30% to 80% of all jobs never get seen. My experience is that 80% is too high, but that still suggests a sizeable number are out there.

So how is our NHS friend getting on? Well he is approaching firms that he thinks have jobs needing his type of background and experience. He is approaching them by letter, even though he knows they aren’t advertising. The result? He is getting more interviews than through the “visible” market. He’s amazed but I, and now you, know he shouldn’t be.

So, look around your area, or where you want to work, make a list of the companies that are based there and write to them with a CV. Oh, one last thing. He also says he gets more success writing to the Line managers, rather than the HR group.

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Leadership Styles – is there a time and place for the Commander?

Casualty (series 4)

 When I was a young nurse, autocratic leadership was still common. 

It was the very early seventies. In those days, in Nursing, you learned to take orders and, as you gained experience and position, you learned to give them.

No, you didn’t shout like a drill sergeant!

You learned to use a certain tone in the voice that didn’t invite questions or equivocation!  All who joined the organisation and expected to thrive learned to comply – they gave their consent.  Some left pretty quickly!

Even then, times were beginning to change and by the time I left nursing, there were very few real autocrats still around.

Today, it is hard for me to remember what it was like to be part of such an organisation.

But there were occasions when an autocratic approach and the ability to command were invaluable; for example in a real medical emergency.

We were well trained and in most  emergencies everyone knew what was expected of them and slotted into their place.  The leader gave the orders and, in those circumstances, we obeyed. I saw several lives saved as a result of our ability to act as one body and give our consent to be led without question.

But it put a huge responsibility on the leader!

When I found myself leading the team, I found it awe inspiring to have someone’s life in my hands.

I had authority, but I had responsibility as well and I was accountable for the decisions I made.

I was grateful for my training and I was very grateful for my team and the relationships we had built up outside of the emergency situation.

Yes I am sure there is still a place on some occasions for the Commander and an authoritative style of leadership!  But without the consent of a good team built on participation and engagement, with real relationships and care for each member,  I’m sure no one achieves great things.

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Wendy Mason works as a consultant, business coach and blogger. Adept at problem solving, she is a great person to bring in when that one thing you thought was straightforward turns out not to be! If you have a problem talk to Wendy – she can help you – email her atwendymason@wisewolfconsulting.com or ring ++44(0)7867681439

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>Transferable Skills

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Today we have the first of a series of three guest posts from Ian Machan of Prepare4private Limited - “Levelling the playing field for Public Sector workers seeking jobs”. Ian has extensive experience in both the private and public sectors. He is a Mechanical Engineer who has worked for blue chip organisations across a range of sectors including Heinz and 3M. For the last 12 years Ian has offered consultancy services to a wide range of organisations.

When you look to move to the Private Sector you may find it hard to find a direct equivalent to the job you are leaving.  Job adverts may leave you feeling despondent, but don’t worry. 
What you have to do is consider in particular your transferable skills. These will be the skills that you have acquired over the years of your employment, and outside of employment that are relevant to a new employer. Sit down with a cup of coffee and you CV, and go through the document jotting down the skills that you used in each position, e.g.:
  • Leading a team of people
  • Setting up and delivering a project
  • Negotiating change
  • Setting up a new spreadsheet to analyse an area. 
Now also think about your hobbies, sports, or even how you run your house. I remember talking to someone who was working in fairly basic job, but who chaired the local cricket club. He was responsible for a project to demolish and re-build the clubhouse. He was controlling the contractors, managing the money etc.
This is no time to hide your capabilities, so summarise your skills, and make sure they come through on your CV.
Now go and look at those job adverts, or job descriptions through the lens of your skills, not the shades of your old jobs.

Ian Machan ”Levelling the playing field for Public Sector workers seeking jobs: www.Prepare4Private.co.uk
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>Networking Your Way to a Good Future – Part 2 – A Pilot List for Reluctant Networkers

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et ve de gust un cafè? 


As I mentioned in Part 1, when you start networking, you will find that most people are generous with both their time and their advice.  If they trust you, they will be prepared to introduce you to others who can help and to give you good advice.

But starting to network can be daunting. So we are going to make a pilot list of people who are both useful and approachable. These will be people you can practice on!

You should have a long list of contacts if you followed the suggestions in Part 1.  Now is the time to go through it and score your candidates out five for
  1.  Accessibility – you can contact them easily and they are located within meeting distance
  2. What they might be able to do for you! I’m afraid you will have to be a bit ruthless here – remember your future is at stake
  3. Their “user friendliness” – how approachable they are.

The scores on the doors

Now you can rank them. 

Put those with a score of  2 or less in categories 1 and 2 above to one side in pile D – these are put on hold for now!

Of those who remain, put those with a score of 2 or less in category 3 in pile C.  However useful they are, it will help to build up some confidence before you approach them.  Unless of course you are an Ace Networker who loves a challenge!

Now add up the scores of those you have left and rank them.  

Within your top ten, do you have five who score 5 in category 3?.  If so put them in pile A.  

If you can’t find five contacts who score 5 then add in the top scorers who scored four in category 3.  

You are looking for five useful people who are also friendly to start your networking activity – Pile A – Your Pilot List.  

The rest go into Pile B.

Make sure you have names, email addresses and telephone numbers for Pile A and Pile B.

I hope the ranking made sense – if not get in touch and I’ll give further guidance.

The message
Now before you make your first phone call or send your first email you n

eed to decide what to say.


People just love being asked for advice. Personally I believe this is best done face to face over coffee, lunch or a drink rather than on the phone.  

So I would start with an email or a phone call to ask for a little of their time.

When you have asked how they are, and reminded them if necessary about how you met, you need an explanation for your call or email! It is a good idea to keep things fairly brief and positive as you can at this stage!  

You can mention being caught up in the cuts if it is appropriate but emphasise that you are focussing on the future rather than the past.  You are seeking their advice and perhaps to find out more about their sector or their organisation and the possibilities. 

You could ask if it is OK to send your CV before the meeting saying that you would welcome thier comments upon it.

When you meet, emphasize your flexibility and openness to opportunity

The project

Use your card index or Microsoft Outlook Contacts to keep a record of your success – who you have rung and what happened.  

You can use the category markers and follow up flags in Microsoft Outlook Contacts to keep track.  

Treat this like a project with a beginning middle and end.

Work through your pilot list.  Keep a record of their comments and remember to send a note of thanks after your meeting.  

Say that you would like to keep in touch and ask them to keep you in mind if they hear of anything interesting.

When you have worked your way through your A List, you should be ready to start on List B.

The next post will deal with networking events and “cold calling” people you do not know. 

But in the mean time I would love to hear how you get on.  And of course please get in touch if you have questions.




Wendy Mason is used to working with people moving out of the Public Sector! She is a performance, programme, contract management and change specialist. She works as a consultant, business coach and blogger.  Adept at problem solving, she is a great person to bring in when that one thing you thought was straightforward turns out not to be! If you have a problem talk to Wendy – she can help you – email her at wendymason@leavingthepublicsector.net or ring ++44(0)7867681439


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Leadership Training – Learning from the wild!

Summertime in the Innoko Wilderness, Alaska, USA.

SUMMERTIME IN THE INNOKO WILDERNESS, ALASKA, USA.

“As part of outdoor training programs, students are asked to step back and create functional teams that work across traditional departmental lines and outside of a strict hierarchical structure. Setting goals, making a plan, managing resources (food, fuel, etc.), working as a team, and remaining flexible are crucial to a successful backcountry expedition and the expedition of life. The model focuses on collaborative teamwork to achieve goals. Risk management becomes intuitive given the inherent risks and hazards of remote and wild areas.

Outdoor training “was a life changing time for me,” said Nantucket Nectars and Plum TV founder, Tom Scott. “The stakes are very real. The chain is as strong as its weakest link. The goal is to arrive at the next place as one. All links intact. I came back a different person.”

Even if a team-wide outdoor training isn’t in the cards for your group, getting away from the boardroom and into a more natural setting will allow your team to step out of the standard office roles.”

“Connecting with the wild outdoors in an intense way fosters the kind of self-reliance, judgment, respect, and sense of responsibility that can help leaders thrive in today’s shifting organizational landscape.”

Extracts from

Expedition Leadership in the Wild   by John N. Gans, Havard Business Review 19th April 2011

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