Should I Take This Offer?

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As Seen in CFO Studio Magazine Q4 2015 Issue

By John Moskonas President, The ARGroup of Search Companies

How to decide if you should change your current situation

One of the best times to reflect on what is really important to you in terms of your career and life is when you are deciding whether or not to accept an offer. Even if you are simply entertaining the thought of moving on, consider that this is a time to do big-picture thinking. You might consider: compensation, location, balance in life, peer relationship development, and whether or not you can leverage a larger role later on, inside or outside the company.

These factors are not all equal. Aging parents, children in school, and other life circumstances can mean that you need to balance your work life with personal commitments. Compensation is always a good driver, but sometimes not the overriding factor. Whatever your considerations are, however, you should go beyond drawing the proverbial line down the middle of the paper and listing the pros and cons of a role. Weight each factor, because frankly, some things are worth more than others.

Step 1

List what is important to you on the left. Assign a weight on a 10-point scale, where 10 is very important to you and 1 is of little importance. Add up the weights for a total possible score.

Step 2

Rank the components of the offer (or current situation) relative to the weights. For example, if you weight “money” as an 8 and the offer you receive meets those needs, rank the offer an 8. If you weight “no travel” as a 7 and the offer you receive requires you to travel more than you want, you can rank the offer for that category a 5, and so on. Add up those scores.

Step 3

Divide the offer score by the total possible score, for a percentage. If the role ranks 80 percent or better, you may consider that a good offer… or you may not. Perhaps you were looking for a 90 percent or 95 percent. It’s up to you.

Sometimes circumstances dictate that we have to change our situation, sometimes our situation meets our needs. Whatever the case, this is a good way to quantify and/or reevaluate every few years in terms of what is important to you, and use that as a base line. Best wishes!

Navigating the “Seven C’s”

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As Seen in CFO Studio Magazine Q4 2015 Issue

NAVIGATING THE “SEVEN C’S”

For CFOs and other top executives, professional change is inevitable. Big career transitions can include having to embrace new roles, new technologies, new strategies, and living in a new geographic location. But even seasoned professionals accustomed to a fluid professional life find personal change difficult. According to organizational behavior expert Linda Brimm, writing in the Harvard Business Review, C-suite executives facing transition need to navigate through the “Seven C’s:”

Complexity – Considering all aspects and issues at playScreenshot (54)

Clarity – Gaining insight, understanding, and the ability to prioritize

Confidence – Believing the change will be handled successfully

Creativity – Finding innovative solutions to any bumps in the road.

Commitment – Taking concrete steps

Consolidation – Saying good-bye to the previous role and embracing the new one

Change – Fully embracing the new experience and making it work

The ascending nature of these steps ensures that the proposed transition does not become an overwhelming obstacle to the next step in an executive’s career. Sticking to the process will provide a road map for embracing current and future change.

Paul Mallen – Today’s CFO: A Primary Driver of Corporate Strategy and Key Initiatives

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Paul Mallen, CFO of Amalgamated Life Insurance Company, discusses Today’s CFO: A Primary Driver of Corporate Strategy and Key Initiatives in a CFO Studio Interview with Andrew Zezas.

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