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By Karen Gentry | MiBiz
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WEST MICHIGAN — Joe CEO has been at the same company in the same industry for decades. A victim of the economic downturn, he is downsized, but he does not want to retire and is considering his options and looking for new opportunities.

Top-level executives like Joe who lose their jobs need to overcome three main obstacles and hurdles, according to Scott Anderson, president of Anderson Keegin & Associates Inc. in Grand Rapids, the West Michigan partner for OI Partners, a global talent management firm. Anderson said these obstacles include the inability to understand their real strengths and weaknesses, long service with one company and trouble accepting they may not be top-level executives at their next employers.

“Since they have reached the highest levels of management, many have not received an objective critique of their leadership styles and behaviors and the way they manage,” Anderson told MiBiz. “Most have spent a number of years with one company climbing the career ladder to the top, and they have not learned other ways to manage and motivate employees. If the executives do not recognize these limitations, they may have a very short tenure in their next positions.”

His company assists individuals and corporations with career transitions and executive coaching. Anderson helps employees released by a company to develop, manage and launch their job search and will also work with key employees to help them improve their performance or get ready for their next assignment. He said it is particularly challenging for top-level executives because there are fewer opportunities in the top spots, particularly if the person is not willing to relocate. Those who have risen up the ranks at one company may not fully understand their leadership style.

“Oftentimes, they haven’t gotten really solid, reliable feedback on their strengths and weaknesses,” Anderson said. “It can be a real challenge for the senior level executive to self assess and see clearly.”

Anderson helps individuals in self-assessment to benchmark them with leaders of other industries and do some networking outside of their industry. Sometimes, individuals will decide to become entrepreneurs or become adjunct faculty members to bring real-world examples to students. Anderson said many times people in power need to learn more about how to manage and engage conflict.

“Sometimes, very powerful people don’t do well with conflict. They don’t get the creative benefit from conflict,” Anderson said. “We help organizations innovate and learn new ways to do things and more effectively manage change or lead the change initiative.”

An example of an individual helped by Anderson Keegin & Associates is one who had a long career that began in finance and progressed to some marketing and management. Anderson said he helped the executive think through about the assignments and situations where he had the most fun and did the most good, and conversely what had been the most frustrating work circumstances where he was punished or his work wasn’t well received. He helped the individual look outside of his industry and determine what kind of organizations would value what he is good at.

“He liked to provide strategic leadership and guidance at a very high level and so eventually we were able to help him identify private investment banking firms that wanted someone like him,” Anderson said.

A bank hired him to help improve the profitability and performances of the companies they owned and work as a strategic resource. He works with the leadership without being an employee of the company.

Anderson has also helped Greg Wrona, 50, a Holland resident with 32 years experience in manufacturing. Wrona worked for General Motors, Detroit Diesel and most recently 11 years with Herman Miller Inc., where he was VP of operations. Wrona said he would be “horribly bored” to quit working and is currently seeking new opportunities. Although he still has a passion for manufacturing, he is “really reaching outside the traditional box.” Wrona said Anderson gave him a small battery of assessments to help him discover likes and abilities and what work environment is preferred.

“I’m now focused on upper leadership and how to make things happen, developing the leadership team to accomplish more than they believe they can do,” Wrona told MiBiz.

He said executives with a long tenure in one industry can face the challenge of staying fresh and keeping skills elevated. Looking for the next opportunity forces individuals to go back to the fundamentals and not assume that actions are going to happen.

“The kind of jobs I’m looking for are typically not posted on Monster.com,” said Wrona, noting he relies heavily on networking with community and business leaders. He advises other executives looking for work to keep the faith and find a mentor or third party to give you straight talk.

Ulli Bowen, director of HR at Progressive AE, has worked in human resources for several companies and knows the challenges executives face when looking for new positions.

“Most of these individuals tend to be very experienced and have some fabulous opportunities to develop their career,” Bowen told MiBiz. “Oftentimes, the challenge is determining the next step for them to best utilize their skills or identify someone who needs those skills.”

Bowen said executives need to explore ways to use their skills and talents in a different way. She noted in a down economy, it’s hard to find avenues where executives can continue the compensation levels that they are used to. She advises executives to network, stay up on information within their level of expertise and to continually reinvent themselves.

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TAGS:

• anderson keegin & associates
• grand rapids
• greg wrona
• human resources
• oi partners
• progressive ae
• scott anderson
• ulli bowen
• west michigan