Leadership training

Q
I have been a deputy director in a well-respected regional gallery for three years now, and for the past year I have been applying for director jobs across the country. However, despite putting in a fair few applications, I never seem to get on the shortlist. The only feedback I have had is that I could think about some leadership training. What should I choose?

A

Changing jobs at mid-career to senior levels can often be challenging, and you sometimes need to do a bit of lateral thinking to pull everything together. You might ask yourself some key questions:

Are you conducting sufficient research and tailoring your CV/covering letter to each role? Employers are wary of applications that are not personalised and could apply to any similar opportunity in the sector.

Could you ask for more detailed feedback to help tease out the perceived gaps in your leadership development? Do you need more skills, experience, in/out of sector connections or vision, for example?

Who ARE getting the jobs you are going for? What are they bringing to the roles?

Could you find a critical friend to take an objective look at your CV and consider whether it is really ‘selling’ your attributes, skills and competences? Do your unique selling points (USPs) stand out sufficiently on the page?

As a deputy director you will have or have access to a key network of employers and peers who are informed and have influence. Are you leveraging the contacts you have for tips, advice and recommendations?

Could you negotiate a placement, secondment or shadowing opportunity, perhaps in a differently sized organisation, to extend your experience and consolidate your transferable skills?

As well as the above, this might be a good time to step back from the word processor and take a more holistic look at your achievements and aspirations, ideally with the support of a mentor, coach or head hunter. This does not have to be hugely expensive and can be extremely rewarding as it provides the rare opportunity (a luxury for many) to look inwards at your own development needs rather than those of your organisation, colleagues or staff. Most importantly, stay positive and outward-looking. Get and take sound advice to strengthen your USPs, and be strategic in selecting the right opportunity for you.