I think there is general agreement as to the best job strategies. This article by Beth Braccio Hering clearly lists all you need to do for a successful results oriented job search (click here to read the article).

So what is the problem with focusing on job search strategies alone?  Most of my clients know what to do but struggle with actually doing it.  Many of us have 'critical chatter' that gets in our way of moving forward. Critical chatter has several monikers, i.e.: monkey mind, inner critic, gremlin, the committee, the judge, etc. Regardless of their classification, they can really hinder us in reaching our career goals. The subject of "critical chatter" is complex, and is widely written and talked about in many fields, including coaching and psychology. What I have seen with my clients and myself is that "critical chatter" can cause confusion, self- doubt, and even unrealistic expectations. 

As we attempt to implement the recommended strategies for a successful job or career transition, discerning the critical dialogue from our inner wisdom and truth can be a real challenge.

Does any of this 'chatter' sound familiar?

• "I will be wasting people's time to ask them for an informational interview."
• "Why would they want to talk to me? I have nothing to offer right now."
• "People are busy and don't answer my e-mails. I don't want to keep bothering them, it is an imposition." 
• "I am too young and don't have enough experience."
• "I am too old so no one will hire me."
• "The job market is tight and I don't have the exact skills they need."
• "I won't be able to have the same salary; I'm priced out of the market."

You know your critical chatter is operating when you

• Stop taking action
• Have low energy or feel drained
• Are endlessly analyzing the situation
• Are arguing with the chatter
• Hear words like "always, never, should"
• You feel hopeless about the situation
• Are comparing yourself with others; either better or worse
• Feel confused and unsure

Here are some things you can do when you recognize "critical chatter":

• Breathe and bring yourself into the present moment
• Acknowledge what you are feeling
• Choose a different focus
• A thought or belief can be changed
• Whatever we give focus and attention to impacts how we think and how we "show up"

What can you focus on that is more interesting than your "critical chatter"?

For a successful job search you need not only practical strategies but also tools to be able to reframe your beliefs. The way you think can be the catalyst keeping you on a positive track. Your actions will start to align when you are successfully able to 'shift' your thinking. 

In business, sometimes the shortest distance between two points is not always a straight line.
 
Successful CEOs and top managers understand that their best laid plans don't always pan out as expected.  However, these leaders are generally ready with a 'Plan B'--just like a quarterback calling an 'audible' at the line of scrimmage.  When the ball is centered, the team knows the backup plan and executes it as if it were the original play.
 
Whether bumps in the road occur as a result of business or competitive conditions, ownership or board demands, employee issues, funding or cash flow needs, significant unforeseen circumstances, sudden reductions in sales or other reasons, management should always have a 'fail safe' in place. Knowing where and when to take an intelligent detour should be a key component of the firm's DNA.
 
Successful strategic plans are those that involve employees, owners, boards, customers and others.  The best plans are written with fact-based, real-time, market and competitive information and are not prepared simply as an internal 'book' exercise.  This entails setting and agreeing on a long term vision and mission statement for the company, establishing top-level goals, developing a comprehensive SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis, 'getting out there' with customers, assessing the current and future competitive landscape, etc.  A key end product of the plan should be the creation of appropriate business strategies to accomplish the firm's desired market, organizational and business goals, including a contingency plan (Plan B).
 
When preparing Plan B:
Start by exhaustively listing the pot holes the company could face while executing its plans.  If possible, describe scenarios for each, with various 'what if' alternatives shown.
Assign a probability of occurrence, financial and timing implications for each.  Then, pare the list to a manageable number of items, force ranked based on business risk.
Determine the 'triggers' for actually implementing Plan B (i.e. if sales drop to a specified level, certain key initiatives are delayed, etc.)
Establish a specific detour route for each contingency item.  Identify what steps will be needed to mitigate their impact, including organizational planning, resource reallocation, critical timelines, etc.  
Creating and executing Plan B is not an academic exercise, nor should it be done on the fly.  In the spirit of "In Case of Fire, Break Glass," the CEO and management team should develop (and have approved) a Plan B before it's actually needed.  The actual implementation of Plan B (if necessary) will be greatly assisted by this pre-planning process and will allow the company to make the best decisions going forward.

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© Mel Engle. All rights reserved worldwide. No part of this publication may be reproduced without express written permission from the publisher.