such as "Introduction", "Conclusion"..etc
You can get offers, even if no job openings are said to exist. You simply need to present yourself as a solution to a problem. This is a good approach for those who want a job tailored to their abilities. This approach can work for people with specialized talents or value. For example, a technical person who can develop new products for a company, a sales executive with contacts in particular markets, or a general manager who can start up a division in a specific industry. The "create a job" approach should also be considered by anyone who may have difficulty winning offers through other means. This includes those who have a narrow market for their talents; those who have been unemployed for a while or who want to stay in a specific industry or geographic area.
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. You may fall into one or the other category, someone who "needs to" use this approach, or someone who simply "wants to" take advantage of its potential. Regardless, 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. The following will give you some guiding principles to help make this approach work. For the most part your goals should be to reach high level people in small to medium sized firms. This includes firms that are growing rapidly, bringing out new products, forming new divisions, acquiring other companies or reorganizing. These companies need good people, often from other industries. They are free to make decisive moves quickly. Large corporations are the least likely to respond.
Get across your benefit proposition.
It must be an accurate, concise and easily understood description of what you can do. It has to hold the promise of tangible value on a scale large enough to warrant an investment in you. In that initial communication you need to establish your credentials. Mention specific results you achieved in the past. They are the best indicators of what you can do in the future. Achievements you cite don't have to be large, but they do have to be significant. For instance, if you are an office manager, you might state that you managed a smooth introduction of new systems that lifted staff productivity by 40%. One of two keys to remember is 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 to do is to make sure you provide positive reinforcement.
Take Strong Initiatives.
There are three things you need to accomplish in your first meeting. They are (1) learning what the employer really wants; (2) building your rapport; and (3) stirring their imagination. Your first goal is to find out the employer's views. What does he see as the key challenges? What is the "hot button"? Where are the priorities? What attempts were made in the past? 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 achievements he might realize, would he consider creating a job. Reinforce your value by drawing a clear picture of the benefits you can bring. Build enough enthusiasm to be asked to speak with others or be brought back for a second interview. 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 is 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 that lengthy, and it doesn't have to require a great deal of work. It should, however, discuss the areas where you would hope to make significant contributions. If you try the report option, ask for adequate time to present your findings. If the report is well received, you will have succeeded in creating a job.
Source: The SciWeb Career Center
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