It can be the beginning of an exciting new adventure.
When he lost his job, Hugh Sharp, 60, was not ready to retire, but he was prepared to do something about it. It took Sharp less than three months to find a new job after he lost his old one because of a major company cutback. How he did it is a classic example of being prepared and a case study of how to find a job. It involved planning his campaign and marketing his skills.
Sharp, a trim man who exudes energy with his can-do attitude, says, "When you lose your job, don't waste time being bitter. It is not productive and it colors your outlook. It also comes through in interviews."
He also recommends treating the job hunt as "an adventure and learning experience." Don't turn down a good job in another part of the country, he says. "You may wind up renting a place and keeping your house for a couple of years but you are not locked in. Don't take away your flexibility.'-When Sharp was let go he was vice-president of product planning and development of the Sweet's Group at McGraw-Hill Inc., an international publishing company headquartered in New York City. Sharp holds a chemical engineering degree from Villanova University and had completed courses in management at New York University. He had risen through the ranks at McGraw-Hill during his 37-year-career and was responsible for planning and developing new business that produced about 15 percent of his unit's annual revenues. He also developed growth strategies for the unit and found and recommended acquisitions. In addition, Sharp's past experience in sales, marketing, and editorial positions contributed to his reputation as one of the most savvy and successful executives in the company.
Sharp is a man who plans for all eventualities. For example, every year he made an appointment with the company's pension department to check out what he would receive in pension and savings if he retired. He says, "I believe anyone who assumes that his or her job is assured or safe in the climate we've worked in in recent years is crazy. It's important to know where you stand financially, to keep your resume up to date, and to review it every year."
When the ax fell, Sharp was shocked, but not surprised, he says. Over the years he made a habit of keeping track of people and had assembled a data base of professionals he had en countered in the information and construction industries.
When he was told in January of 1990 that his job was being eliminated and that he had three months before being terminated, he was able to sit down, "and in a few minutes" go over his resume, edit it, and print it out because he had kept it current. In addition, he had the use of his office for the three months, including his secretary's services, telephone, computer, and printer. He went to the office every day, at 8:30 A.M., as if still employed, to conduct his job-finding campaign.
Preparation Pays. Sharp feels it is a waste of valuable time to begin putting a resume together when you really need it, which is why he always kept his up to date. "You have to have a marketing plan and make a sale," he says. "If you are not sufficiently disciplined for a job search, why should an employer trust you to have the discipline necessary to be a good manager?
"I worked this like a job, like a marketing assignment, including a well-thought-out marketing plan," says Sharp. He went on interviews as if they were sales calls. He even kept a speaking engagement that he had agreed to before he was let go. The next step, says Sharp, was to assemble three mailing lists. The first one-about 120 names-listed professionals he knew from different companies who might have jobs he could fill. He wrote each person a letter, saying that due to a recent reorganization his job was being eliminated, then briefly re viewed his background, and said he would call about a week later on a specific day to see if there was a mutual interest for further discussion. He eliminated 30 names from his list and sent out 90 letters.
The second list was comprised of people who could possibly suggest a number of contacts. He called them, talked to them about his situation, and sent them his resume. The third group was composed of people who had no jobs to offer. Sharp wrote each one a farewell letter, saying he was leaving and wanted to stay in touch. He also told them how much he enjoyed meeting and working with such great people and hoped their paths would cross again.
In all, says Sharp, 50 people-about 10 percent of those he contacted-requested resumes, told him to stay in touch, or telephoned. Many said they would be glad to provide a reference. They were all very nice, says Sharp.
Another ploy Sharp used was to write a consultant friend and request that he send a letter introducing Sharp to someone he knew. Sharp claims that many consultants do this, and that it can be very useful strategy.
Lightning Strikes, during his search Sharp's interviews resulted in seven consulting assignments, but he decided he would be happier in a full-time job. Near the end of his job quest, Sharp had nine job possibilities of which, he said, "six were a lot of smoke or things Fm really not interested in. The remaining three were fairly solid."
But on March 30 lightning struck. Sharp accepted a job as vice-president and general manager at R. S. Means, a publisher of construction and cost information in Kingston, Massachusetts.
Sharp landed the job he wanted two and a half months after he began his search. Obviously, being prepared pays.
