If you're an executive, your résumé can be a marketing vehicle of immense consequence, but only if it's managed effectively. That means it must convey your career story accurately and compellingly, and must be delivered into the right headhunter's hands at the right time.
But don't be alarmed if it's been a while since you last updated your résumé. Whether you've already taken a headhunter's call(BusinessWeek, 09/13/2007) or are hoping to be referred to one, what matters is that you have an accurate record of your employment history and professional accomplishments from which to create your new résumé. (Of course, that requires that you to do some record-keeping along the way so you can put together a résumé fairly easily and quickly when called upon to do so.)
Before you start writing (if you're lucky, an enterprising headhunter has offered to write it for you and merely wants you to answer his questions), think about what you're trying to achieve. Where exactly do you want to go next? What kind of senior-management position will most effectively leverage your education, experience, skills, and leadership abilities? And what do you believe you're really capable of doing?
Be Straightforward and Honest
Once you've answered these and other end-game questions to your own satisfaction, you can begin to craft a compelling résumé that communicates your experience and smarts in a way that may appeal to the executive headhunter.
Having a good grasp of the general direction you'd like to see your career move in is essential, not only to help identify the recruiter(s) who might plug you into the best opportunities but also to differentiate yours from the dozens of résumé your target headhunter(s) already has on hand. The best way to identify those targets is to ask trusted friends, colleagues, and other confidants who may have already built relationships with key headhunters or who may know the most influential among them.
Despite your considerable accomplishments and the insertion of some catchy action words to highlight results that you've helped deliver, your new résumé may strike you as being rather homogenous. Don't worry if that's the case. Even the most polished, professional résumé can't convey the full fabric and substance of your leadership experience. What it can and should do is package your unique story in a way that is easy to read, appealing in tone, and truly reflects what you've already done. At this stage of your interaction with a headhunter it's most important to prepare a straightforward, honest, and chronological retelling of where you've been, what you've done, and how you see your new career objective.
You want to make it easy for the reader to single out your most critical experiences and responsibilities in a way that mirrors and reinforces the two or three key elevator speech messages that you—or someone you know—used to get the headhunter's attention. Here are some tips to make your résumé and cover letter as appealing as possible:
COVER LETTER: This is the audition that will determine whether the headhunter adds your name either to a short-list of leading candidates for a current or future search or decides not to take the relationship further. Points awarded for clarity and brevity. It should never exceed one page. Be sure to accommodate ample white space as opposed to cramming too much text into your cover letter.
RÈSUMÈ Structure:
Put your experience first, in reverse chronological order so the headhunter can easily reconstruct your most recent career moves and understand the choices that guided your ascent into senior management.
•Focus on the results you've delivered. But don't stretch or oversell. Keep it accurate and honest, or pay the consequences at a later date.
•Keep it to two pages in Microsoft (MSFT) Word or Adobe Acrobat PDF format.
•Avoid the temptation to distribute your new executive résumé to a broader audience than the headhunter who is now courting you as a candidate. Don't post your executive résumé on a public Web site or database. Once it's out there, you lose control over it. Even though many of the sites and databases have safeguards against your current employer seeing your résumé, information spreads fast in today's networked world.
•Do not send it unsolicited to other headhunters. If you're lucky, anyone you send it to unsolicited won't even read it. But if they do, you've risked exposing yourself as an active job seeker, one who will be assumed, perhaps unfairly, to be in some kind of career peril.
Your résumé is your calling card, your first impression. Take care that it makes a positive first impression thanks to attention to detail, an honest and straightforward accounting of your experience, careful handling, and a measure of discretion with regard to message, style, and audience.
Wednesday, July 9, 2008
How to Ace the Headhunter Interview
So you've fielded the headhunter's initial exploratory call a more in-depth follow-up call, and now you've been asked to schedule a face-to-face interview with the leadership recruiter who could punch your ticket to a new role in executive management.
It's important to remember, however, that you're still quite some way from realizing the true potential of this potentially career-making headhunter interview. That's because you're probably one of multiple candidates scheduled for interviews on this specific search assignment and, when all is said and done, only a handful will be granted an interview with the headhunter's client.
Pace Yourself
Even then, there's no guarantee that the hiring company will extend an offer of employment because, until you sign on the dotted line, there's plenty that could derail the search in which you're now involved. The hiring organization ultimately could decide that a talented insider is the best candidate for the position. It could call off the search because of new "organizational variables." Or the specifications for the position could change and shift the focus of the headhunter's courtship toward other candidates.
But it's equally important to understand that no big announcement of a new executive hire is possible without that individual's having sat down with the headhunter to share a true, complete, and compelling accounting of his or her professional work life, education, and personal background.
The fact that you've been invited to meet with a headhunter says good things about your reputation and the perceived value of your unique qualifications in today's intensely competitive executive talent market. So expect to answer some probing questions about where you've been and what you've done. And plan to ask your own prepared questions about what the hiring company really needs. How does it measure success in the executive suite? What kind of pressures is it feeling in its market? Where does its senior management team want to take it in the future? And how might you help them get there?
Be Ready to Get Personal
On the eve of such an important—and, you should know, entirely confidential interview—you might be tempted to write out a minipresentation or sales pitch to demonstrate you're really at the top of your game. But don't spend too much time preparing.
You don't want to psyche yourself out before this potentially career-making interview. And if you come in too scripted, you could easily be dismissed as someone who can't deal with the myriad uncertainties that come with leadership in the modern business environment. You're far better off forgetting that you are a candidate for what could be the most challenging, exciting, and rewarding job of your life.
That's because one of the best-kept secrets of the headhunter interview is that some of the questions will be slipped into the conversation only to see how you'll handle them, the body language you'll express in response to them, and the candor you share about your life experience. Don't be surprised if the headhunter asks questions about your formative years: where you grew up, how you recall your childhood, how you believe you were influenced by your family, and the goals you've set for yourself along the way.
The Value of Learning from Mistakes
If you're planning only to retell your high school glory days or your most impressive professional accomplishments, consider this: An increasing number of headhunters—including corporate staffing executives—are using so-called behavioral interviewing techniques to better understand how your behavior has influenced your past performance and how your future behavior might preordain success in a similar situation. Few headhunters would ask you to explain how you would move Mount Fuji, but many are now inclined to ask about your weaknesses, past failures, and the areas of your life you'd like to improve.
So while you should avoid sticking to a script, you should walk into your interview prepared to talk about a few business experiences that demonstrate your approach to management, the obstacles you overcame, and the lessons you learned.
Of course, confiding that you might today do a few things differently will help the headhunter understand your sense of self and show that you have some measure of emotional intelligence. It might also convey the kind of humility that in today's world is seen as an antidote to purely charismatic leadership. It takes self-confidence to admit the occasional error of your ways, and headhunters know that better than anyone else.
Don't Forget the Basics
Aside from taking stock of your experience and how it has molded you into the leader the headhunter has read about on your résumé, it should go without saying that you've got to dress for success, mute your mobile phone, speak in clear language, explain what you can do for the headhunter's client, and be yourself.
It's you—the real you the hiring organization ultimately will have to live with every day—that the headhunter wants to learn more about during this forthcoming interview, which is precisely the reason you have to be prepared to reveal yourself in ways you might never have done before.
--Source BusinessWeek
It's important to remember, however, that you're still quite some way from realizing the true potential of this potentially career-making headhunter interview. That's because you're probably one of multiple candidates scheduled for interviews on this specific search assignment and, when all is said and done, only a handful will be granted an interview with the headhunter's client.
Pace Yourself
Even then, there's no guarantee that the hiring company will extend an offer of employment because, until you sign on the dotted line, there's plenty that could derail the search in which you're now involved. The hiring organization ultimately could decide that a talented insider is the best candidate for the position. It could call off the search because of new "organizational variables." Or the specifications for the position could change and shift the focus of the headhunter's courtship toward other candidates.
But it's equally important to understand that no big announcement of a new executive hire is possible without that individual's having sat down with the headhunter to share a true, complete, and compelling accounting of his or her professional work life, education, and personal background.
The fact that you've been invited to meet with a headhunter says good things about your reputation and the perceived value of your unique qualifications in today's intensely competitive executive talent market. So expect to answer some probing questions about where you've been and what you've done. And plan to ask your own prepared questions about what the hiring company really needs. How does it measure success in the executive suite? What kind of pressures is it feeling in its market? Where does its senior management team want to take it in the future? And how might you help them get there?
Be Ready to Get Personal
On the eve of such an important—and, you should know, entirely confidential interview—you might be tempted to write out a minipresentation or sales pitch to demonstrate you're really at the top of your game. But don't spend too much time preparing.
You don't want to psyche yourself out before this potentially career-making interview. And if you come in too scripted, you could easily be dismissed as someone who can't deal with the myriad uncertainties that come with leadership in the modern business environment. You're far better off forgetting that you are a candidate for what could be the most challenging, exciting, and rewarding job of your life.
That's because one of the best-kept secrets of the headhunter interview is that some of the questions will be slipped into the conversation only to see how you'll handle them, the body language you'll express in response to them, and the candor you share about your life experience. Don't be surprised if the headhunter asks questions about your formative years: where you grew up, how you recall your childhood, how you believe you were influenced by your family, and the goals you've set for yourself along the way.
The Value of Learning from Mistakes
If you're planning only to retell your high school glory days or your most impressive professional accomplishments, consider this: An increasing number of headhunters—including corporate staffing executives—are using so-called behavioral interviewing techniques to better understand how your behavior has influenced your past performance and how your future behavior might preordain success in a similar situation. Few headhunters would ask you to explain how you would move Mount Fuji, but many are now inclined to ask about your weaknesses, past failures, and the areas of your life you'd like to improve.
So while you should avoid sticking to a script, you should walk into your interview prepared to talk about a few business experiences that demonstrate your approach to management, the obstacles you overcame, and the lessons you learned.
Of course, confiding that you might today do a few things differently will help the headhunter understand your sense of self and show that you have some measure of emotional intelligence. It might also convey the kind of humility that in today's world is seen as an antidote to purely charismatic leadership. It takes self-confidence to admit the occasional error of your ways, and headhunters know that better than anyone else.
Don't Forget the Basics
Aside from taking stock of your experience and how it has molded you into the leader the headhunter has read about on your résumé, it should go without saying that you've got to dress for success, mute your mobile phone, speak in clear language, explain what you can do for the headhunter's client, and be yourself.
It's you—the real you the hiring organization ultimately will have to live with every day—that the headhunter wants to learn more about during this forthcoming interview, which is precisely the reason you have to be prepared to reveal yourself in ways you might never have done before.
--Source BusinessWeek
How Recruiters and HR Can Work Together
In the business world we have a short list of traditional sources of interdepartmental friction. One of these "hot zones" is the intersection of HR and third-party recruiters, who can easily find themselves at odds.
HR departments often view third-party recruiters as obstacles, while recruiters know that if they can get their best résumés in front of a hiring manager, they've got a shot at making a placement. If recruiters are held up by HR bureaucrats whose own need to control the candidate flow overshadows their desire to bring talent in the door, headhunters are sunk. As a result, it's common to find tension between internal HR people and outside recruiters. Is there a path that allows internal HR and external recruiters to work together for maximum gain?
The Recruiter's Role
In my experience, the greatest service a third-party search partner provides to the organization, besides the strength of his or her candidate database and relationships, is the intermediary role a search pro performs during offer negotiation. I pride myself on good listening and negotiating skills, but if I'm inside the company, I won't have the same credibility with a candidate that his ally, the outside recruiter, has.
So it makes sense to let the recruiter handle the delicate job (BusinessWeek, 11/26/07) of negotiating between the employer ("our offer is good enough already!") and the candidate ("they're dreaming if they think I'll take this job for that salary") when the stakes are high. We do it when we buy or sell a house. We know that our trusted Realtor won't be as emotionally bound up in the negotiation as we very well may be. It's the same in a high-level offer negotiation process—a place where the middleman can get us more quickly to a handshake and save egos in the process.
As a CEO, managing partner, or division president beginning a high-level search in your organization, it's critical to sit down with your chosen search partner and your HR chief and work through the common issues that divide these two players. What can easily happen in the absence of such a kickoff meeting is that the search consultant creates a tight one-on-one communication bond with the business leader so that the HR person feels left in the dust.
A Profitable Partnership
Feelings are one thing, but the bigger issue is that without the input of your organization's Minister of Culture—a/k/a HR chief—your search will be hampered by a lack of a critical perspective. At every stage of the process—initial screening of candidates, the interview process, or the delicate negotiation phase—the quality of the hire you end up with will be affected by the level of participation of your HR chief, the one person most likely to know more than anyone else (including top management) about how things work on the human side of the business.
When I was a corporate HR person, I learned to invite my search partners into the office once every six months or so for a check-in meeting. In this way I learned that partnering with trusted search colleagues is one of the highest-yield moves an HR leader can make. Search pros will tell you things that candidates never would (e.g., "no one will work for Jane Smith any more—she's a terrible manager") and will fill you in on the state of the local job market with a level of detail you'd never have time to acquire on your own.
To cultivate a partnership, however, an HR chief has to let go of many an HR leader's favorite office tool: the presumption of control over the process. The fact is that in a typical, intense, high-level search, the HR chief won't be the conduit for much or most of the information that is exchanged. If your No. 1 candidate is suddenly presented with a competing offer, your search pro is going to reach whomever he can reach first—whether that's the HR leader, the CEO, or the CEO's assistant.
Cooperation is Key
In an effective senior-level search, the time-honored paradigm, "all information passes through HR on its way to the hiring manager," won't hold. Communication has to take place instantly, and important decisions may happen on the fly. With a high level of coordination and respect for individual talents, this can work to an employer's advantage. When hierarchy and bureaucracy creep in, typical responses run along the lines of, "I don't care what you and our CEO discussed. All new VPs get three weeks vacation, and we're not budging for this candidate." And believe it or not, negotiations with candidates (BusinessWeek, 11/01/07) can fall apart over things as seemingly small as a week or two of vacation.
HR chiefs and recruiters can be pivotal in one another's success. As one executive recruiter said to me, "Like most HR people, you chat with candidates maybe one or two hours a day. The rest of the time you work on other things, like executive comp or performance management or employee communications. All I do is cultivate talent and sell your company and my other clients to the talent marketplace. Isn't that worth my fee?" With the right partner, it is worth the fee—and more.
---Source Business Week
HR departments often view third-party recruiters as obstacles, while recruiters know that if they can get their best résumés in front of a hiring manager, they've got a shot at making a placement. If recruiters are held up by HR bureaucrats whose own need to control the candidate flow overshadows their desire to bring talent in the door, headhunters are sunk. As a result, it's common to find tension between internal HR people and outside recruiters. Is there a path that allows internal HR and external recruiters to work together for maximum gain?
The Recruiter's Role
In my experience, the greatest service a third-party search partner provides to the organization, besides the strength of his or her candidate database and relationships, is the intermediary role a search pro performs during offer negotiation. I pride myself on good listening and negotiating skills, but if I'm inside the company, I won't have the same credibility with a candidate that his ally, the outside recruiter, has.
So it makes sense to let the recruiter handle the delicate job (BusinessWeek, 11/26/07) of negotiating between the employer ("our offer is good enough already!") and the candidate ("they're dreaming if they think I'll take this job for that salary") when the stakes are high. We do it when we buy or sell a house. We know that our trusted Realtor won't be as emotionally bound up in the negotiation as we very well may be. It's the same in a high-level offer negotiation process—a place where the middleman can get us more quickly to a handshake and save egos in the process.
As a CEO, managing partner, or division president beginning a high-level search in your organization, it's critical to sit down with your chosen search partner and your HR chief and work through the common issues that divide these two players. What can easily happen in the absence of such a kickoff meeting is that the search consultant creates a tight one-on-one communication bond with the business leader so that the HR person feels left in the dust.
A Profitable Partnership
Feelings are one thing, but the bigger issue is that without the input of your organization's Minister of Culture—a/k/a HR chief—your search will be hampered by a lack of a critical perspective. At every stage of the process—initial screening of candidates, the interview process, or the delicate negotiation phase—the quality of the hire you end up with will be affected by the level of participation of your HR chief, the one person most likely to know more than anyone else (including top management) about how things work on the human side of the business.
When I was a corporate HR person, I learned to invite my search partners into the office once every six months or so for a check-in meeting. In this way I learned that partnering with trusted search colleagues is one of the highest-yield moves an HR leader can make. Search pros will tell you things that candidates never would (e.g., "no one will work for Jane Smith any more—she's a terrible manager") and will fill you in on the state of the local job market with a level of detail you'd never have time to acquire on your own.
To cultivate a partnership, however, an HR chief has to let go of many an HR leader's favorite office tool: the presumption of control over the process. The fact is that in a typical, intense, high-level search, the HR chief won't be the conduit for much or most of the information that is exchanged. If your No. 1 candidate is suddenly presented with a competing offer, your search pro is going to reach whomever he can reach first—whether that's the HR leader, the CEO, or the CEO's assistant.
Cooperation is Key
In an effective senior-level search, the time-honored paradigm, "all information passes through HR on its way to the hiring manager," won't hold. Communication has to take place instantly, and important decisions may happen on the fly. With a high level of coordination and respect for individual talents, this can work to an employer's advantage. When hierarchy and bureaucracy creep in, typical responses run along the lines of, "I don't care what you and our CEO discussed. All new VPs get three weeks vacation, and we're not budging for this candidate." And believe it or not, negotiations with candidates (BusinessWeek, 11/01/07) can fall apart over things as seemingly small as a week or two of vacation.
HR chiefs and recruiters can be pivotal in one another's success. As one executive recruiter said to me, "Like most HR people, you chat with candidates maybe one or two hours a day. The rest of the time you work on other things, like executive comp or performance management or employee communications. All I do is cultivate talent and sell your company and my other clients to the talent marketplace. Isn't that worth my fee?" With the right partner, it is worth the fee—and more.
---Source Business Week
How to Let the Headhunter Do the Job
Say you've been informed of your status as the leading candidate or you've received an official offer of employment. Your courtship as a potential candidate for the headhunter's client has indeed been a journey.
Finishing this journey depends on trust and faith. You have to trust the headhunter can communicate with the client and reinforce why you are the best candidate for this job. You have to have faith in the headhunter's ability to fulfill your expectations about compensation and other benefits—and to negotiate in earnest. And yes, you have to have faith you are up to a new assignment.
If you haven't already, you will probably be asked to provide references who can confirm your fitness for the job. Make sure the references you provide know you well and will say good things about your work experience, professionalism, and capacity to tackle a new senior-management role.
Pitfalls of the Counteroffer
If you're in line to become a C-level officer, don't be surprised if the hiring company wants to run a background check and perhaps even asks you to get a medical exam. Given the investment the company is contemplating, these are reasonable requests. You should also brace yourself for what could appear to be a too-good-to-turn-down counteroffer from your current employer, with a fatter salary and a loftier title. But it rarely makes sense to forsake a promising new position under such circumstances.
Accepting a counteroffer, after all, will only buy you and your employer a little extra time to attempt to find common ground about how you can live up to your true potential. Your current employer may also wrongly perceive that you're motivated purely by financial gain, which could change the way it treats you in the future. And should you accept a counteroffer, you can kiss goodbye the relationship you've developed with the headhunter who has taken you this far in the process.
Beware of Family Ties
Much in the same way the headhunter must orchestrate mutual commitment between you and the client hiring organization, you must inform and manage communications with those closest to you about your potential transition. If you've told the headhunter and the client you're willing to relocate, you should really mean it. If you have a trailing spouse, partner, and children, you owe it to those currently pursuing your candidacy for this new leadership role to make sure those family members are on board with the change and are willing to disrupt life as they know it.
More than a few executive headhunters have seen their otherwise flawlessly orchestrated search assignments go by the boards because the candidate never fully won the support of loved ones for relocation during the recruitment process.
It's this potential search-busting dynamic that leads many consultants to simply steer clear of any high-performing executives with a child who is a junior in high school. To the list of relocation nonstarters one might increasingly consider adding an executive's inability to sell the family's home for something near what they paid for it (in which case the executive's net worth could take a real beating if the new employer doesn't cover the loss) or a family's commitment to serve as caretakers for aging (perhaps also ailing) parents or other relatives.
Creating a Win-Win Scenario
As the executive search approaches a successful conclusion, you should plan to be in close and almost constant communication as the headhunter negotiates and otherwise advises the client about the true market value of someone with your credentials.
Often, these discussions lead to the hiring organization agreeing to pay you more than it had anticipated when it first launched the search. That may be because someone of your caliber was deemed unattainable at the outset or because the hiring organization has received advice from a compensation consultant.
You can trust the headhunter to go to bat for you and, in the interest of closing the search to the client's satisfaction, try to create a win-win scenario. After all, he wants to work for the company again, and if your new role requires you to recruit new external talent, the headhunter might also view you as a future client.
Onboarding Feedback
As you prepare to sign an offer of employment, you should press the headhunter and your new employer to include a provision for performance feedback, or what is often referred to as "onboarding" feedback. You will want the employer to commit to gathering feedback from key stakeholders about your performance 90 to 120 days after you start the new job. Such feedback is intended to reveal how your entry into your new employer organization has been perceived, how peers, boss, and subordinates would rate your performance to date, and whether you truly mesh with the organization's culture and internal politics.
That kind of environmental intelligence is critical. It can help you course-correct if need be. Otherwise, it should make you confident others believe you're firing on all cylinders.
After you start work, you can expect tan occasional call from the headhunter to make sure things are going well and to see how you feel about the new job. Take these calls and maintain your relationship with the headhunter. Staying on the headhunters' radar—and continuing to build your own professional network, for that matter—is one of the best ways to position yourself for the career and lifestyle you want.
--Source - BusinessWeek
Finishing this journey depends on trust and faith. You have to trust the headhunter can communicate with the client and reinforce why you are the best candidate for this job. You have to have faith in the headhunter's ability to fulfill your expectations about compensation and other benefits—and to negotiate in earnest. And yes, you have to have faith you are up to a new assignment.
If you haven't already, you will probably be asked to provide references who can confirm your fitness for the job. Make sure the references you provide know you well and will say good things about your work experience, professionalism, and capacity to tackle a new senior-management role.
Pitfalls of the Counteroffer
If you're in line to become a C-level officer, don't be surprised if the hiring company wants to run a background check and perhaps even asks you to get a medical exam. Given the investment the company is contemplating, these are reasonable requests. You should also brace yourself for what could appear to be a too-good-to-turn-down counteroffer from your current employer, with a fatter salary and a loftier title. But it rarely makes sense to forsake a promising new position under such circumstances.
Accepting a counteroffer, after all, will only buy you and your employer a little extra time to attempt to find common ground about how you can live up to your true potential. Your current employer may also wrongly perceive that you're motivated purely by financial gain, which could change the way it treats you in the future. And should you accept a counteroffer, you can kiss goodbye the relationship you've developed with the headhunter who has taken you this far in the process.
Beware of Family Ties
Much in the same way the headhunter must orchestrate mutual commitment between you and the client hiring organization, you must inform and manage communications with those closest to you about your potential transition. If you've told the headhunter and the client you're willing to relocate, you should really mean it. If you have a trailing spouse, partner, and children, you owe it to those currently pursuing your candidacy for this new leadership role to make sure those family members are on board with the change and are willing to disrupt life as they know it.
More than a few executive headhunters have seen their otherwise flawlessly orchestrated search assignments go by the boards because the candidate never fully won the support of loved ones for relocation during the recruitment process.
It's this potential search-busting dynamic that leads many consultants to simply steer clear of any high-performing executives with a child who is a junior in high school. To the list of relocation nonstarters one might increasingly consider adding an executive's inability to sell the family's home for something near what they paid for it (in which case the executive's net worth could take a real beating if the new employer doesn't cover the loss) or a family's commitment to serve as caretakers for aging (perhaps also ailing) parents or other relatives.
Creating a Win-Win Scenario
As the executive search approaches a successful conclusion, you should plan to be in close and almost constant communication as the headhunter negotiates and otherwise advises the client about the true market value of someone with your credentials.
Often, these discussions lead to the hiring organization agreeing to pay you more than it had anticipated when it first launched the search. That may be because someone of your caliber was deemed unattainable at the outset or because the hiring organization has received advice from a compensation consultant.
You can trust the headhunter to go to bat for you and, in the interest of closing the search to the client's satisfaction, try to create a win-win scenario. After all, he wants to work for the company again, and if your new role requires you to recruit new external talent, the headhunter might also view you as a future client.
Onboarding Feedback
As you prepare to sign an offer of employment, you should press the headhunter and your new employer to include a provision for performance feedback, or what is often referred to as "onboarding" feedback. You will want the employer to commit to gathering feedback from key stakeholders about your performance 90 to 120 days after you start the new job. Such feedback is intended to reveal how your entry into your new employer organization has been perceived, how peers, boss, and subordinates would rate your performance to date, and whether you truly mesh with the organization's culture and internal politics.
That kind of environmental intelligence is critical. It can help you course-correct if need be. Otherwise, it should make you confident others believe you're firing on all cylinders.
After you start work, you can expect tan occasional call from the headhunter to make sure things are going well and to see how you feel about the new job. Take these calls and maintain your relationship with the headhunter. Staying on the headhunters' radar—and continuing to build your own professional network, for that matter—is one of the best ways to position yourself for the career and lifestyle you want.
--Source - BusinessWeek
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