How to differentiate yourself as a job candidate

Dear Bob ... I am transitioning from a rich 20-year career in the Marines as I "retire"and transition to my next career--that was 20 years of continuous successful technical management. I have a Masters in Systems Engineering, lots of great experience, a strength in process engineering and in matching technologies to process, and a real knack for problem solving (just in case you know of anyone who is hiring--ne

Dear Bob ...

I am transitioning from a rich 20-year career in the Marines as I "retire"and transition to my next career--that was 20 years of continuous successful technical management. I have a Masters in Systems Engineering, lots of great experience, a strength in process engineering and in matching technologies to process, and a real knack for problem solving (just in case you know of anyone who is hiring--need a West Coast rep in IT Catalysts?

Anyway, I am enjoying going through the articles from the past looking for key issues in industry. I see that my management and leadership skills will come in particularly handy as I crush my "competition!" Beyond that, what skills would differentiate a candidate in the modern market place in technical management or in process engineering?

- Becoming civilian

Dear Civilian ...

You want advice? You got advice. That is, after all, what I do. Two questions, two answers:

1. Don't crush the competition. I suspect you were at least semi-kidding. In contrast, I'm entirely serious. There's a difference between competitors and enemies - among them, that you might find yourself asking one of those competitors for a job one of these days.

2. Among smart employers, the main differentiators are generally the same:

* Has a history of success - of getting the job done.

* Gets the job done the "right way" - by working the process and improving the process, not by being a hero every time, or by creating deathmarches.

* Is a good thinker - can help the organization figure out how to overcome new challenges.

* Works well and plays well with others - knows how (and when) to build consensus; recognizes that winning every battle is less important than maintaining relationships and winning the important ones; and is adept at building internal networks.

The tough part is getting in front of the decision-makers, because HR generally screens on less important issues, making sure none of the best candidates ever get in front of the hiring manager.

- Bob

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