This series, entitled "Lies They Tell Transitioning Veterans," first appeared on the RecruitMilitary website and was contributed by Peter A. Gudmundsson, a former U.S. Marine artillery officer and the CEO of RecruitMilitary, a leading provider of veteran hiring solutions.
As we have explored previously, veterans are similar to all groups of job seekers in that they often think they have it harder than everyone else. But even among veterans themselves, some assume that certain subcategories of veterans have it easier (or harder).
Senior officers are one group that other veterans assume have a smooth path to transition. Defined as commissioned officers O-4 and above, senior military officers ("SMOs") enjoy the benefits of extensive leadership and managerial experience, advanced degrees and certifications, and the confidence that comes from command.
Yet in practice, SMOs experience their own set of challenges that can delay, derail or distract even the most ardent and ambitious transitioning officer.
Specifically, these challenges are:
1. Esteem Shock
When a battalion commander or ship's captain enters a room, subordinates snap to attention. Many SMOs equate their professional worth with the size of their command (e.g., I used to command a company, but now I command a battalion or regiment). It is unlikely that an SMO will transfer to that sort of general management position or even that level of functional authority right out of the service.
2. The Curse of Generalist
In the military, line officers are trained to be and think of themselves as generalist leaders who can "run" anything. In the civilian world, most leaders are functional experts first. Even general managers (e.g., CEOs) typically come up through one specific function (e.g., sales or finance).
3. Experience Definition
In the military, it is very common not to have had the direct experience for which a certain position calls. For example, it is rare that a new infantry battalion commander would have ever commanded a unit of that size in combat before.
The system does not hold such inexperience against the officer. In the civilian world, though, great emphasis is placed on the acquisition and presentation of direct, relevant experience. You need to address and overcome this perceived lack of direct experience directly.
4. Leadership Is Not a Function
Similar to the "Curse of the Generalist" above, many SMOs think that leadership is a function like sales, finance or operations. In the civilian world, most senior managers do one or a combination of "make stuff, sell stuff or count stuff." A job candidate that does not fall into one or more of these three silos is difficult to sort and place.
5. Cynicism and Idealism Coexist
In military culture, there is little discomfort in the coexistence of idealism and cynicism. In the Marine Corps, for example, a Marine might refer to their service as "The Suck," but they will readily die for its honor. In the civilian world, there is less tolerance for what would be seen as a "bad attitude."
The most effective career transitioning SMOs understand that effective job search is based on solid fundamentals and networking. Focus on the following tips can assist:
1. Opportunity Awareness
Lewis Carroll wrote that "If you don't know where you are going, any road will do." A transitioning SMO must articulate specifically what they seek in their next career move. There is less understanding for vague goals, such as "run a company," "take charge" or "have a seat at the table."
2. Rule of 3s
In articulating their career goal, a SMO may utilize a "Rule of Three" method of describing the target from specific to general in an "elevator pitch." For example: "I am seeking an operations role in a railroad company in the Dallas-Fort Worth area; an operations role in transportation anywhere in Texas or Oklahoma; or a transportation company job anywhere."
3. Fake It Until You Make It
The elevator pitch will refine over time, but you always need one. "I am looking for a good job in Chicago" is not descriptive or helpful. It must be specific even if you are not sure.
4. Social Capital
The bad news is that most people, veteran or civilian, are terrible at networking. The good news is that most people would be happy to meet with a veteran who has a clue what they seek. Developing these "cells of HumInt (human intelligence)" are critical to your job search. You must be relentlessly focused on networking. Seek information and access, and jobs will follow.
5. Help Others to Help You
After someone meets you, imagine what they would say to other people they meet. You want to hear, "I just met this sharp former U.S. Air Force officer who wants to get into consumer products marketing at a small or medium-sized business in New England. Who do we know who can help him with contacts and information?" and not, "I met a USAF officer who wants a good job running a company." Vague "asks" earn a soft, if any, follow-through.
6. Follow Up
Most SMOs, and indeed almost all job seekers, fail to follow up after a networking encounter. Believe it or not, anyone who took the time to meet with you is eager to help and from time to time will ask themselves, "Whatever happened to so-and-so?"
It is up to the job seeker to find an excuse to stay in touch. First to say thank you and cement the bond and later to stay remembered. So, an email every 3-4 weeks that says something like,. "Hey, thanks again for your time two weeks ago. I followed your advice and reached out to Sally Jones; we are meeting on Tuesday. Jim Smith was a huge help, too, and gave me a great orientation to his railroad company. As a reminder, I am focused on finding an operations role at a Texas transportation company that will take advantage of my logistics experience."
7. Give and You May Receive
Be sure to help others along the way and do not be selfish. It is not all about you.
Transition is a challenge for all veterans, including senior officers. The insights and recommendations above apply to all veterans. It is best not to envy others' experience in their search and instead focus on your journey.
Those who are self-aware, energetic and clear with their goals will find success while those who resist such clarity will follow a more circuitous path to their future.
Peter A. Gudmundsson is a former U.S. Marine artillery officer and is the CEO of RecruitMilitary, a leading provider of veteran hiring solutions.
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