Domain experience is frequently made a requirement in order for an Interim Executive to be hired or appointed as a CEO, CFO, CRO, CMO, or CLO.
Domain experience means that if you are going to be hired as an Interim Executive in the Construction Industry or Electronics Industry, you must have worked in the Construction Industry/Electronics Industry and have several years experience in leadership roles.
Review for a moment the various steps and directions described up to this point. Can you think of a company, industry, non-profit, or association where these steps could not be completed and add value without domain experience?
No, is the honest answer! Domain experience is not required.
Domain experience has little place in the world today. …show more content…
Look at the biographies of the members. Do you know any of them? Do you have a friend who knows one? Review their websites. They probably have case studies available for descriptions of things that they have done.
The website, www.vertopartners.com, has articles, biographies, and case studies with a blog and a YouTube video describing a great deal of what Interim Executives do every day.
A very big part of any career, including that of an Interim Executive, is working with very solid executives with broad skills. Providing feedback shows that you are learning and clearly understanding the communications. This also develops your listening skills and is very much appreciated by the coach or mentor.
Mentors or coaches are not there to tell you specifically how to do things. I mentor start-up companies, and I would not want to tell them something and have them do anything exactly as I stated. After all, I am not responsible for their Profit & Loss.
Usually a mentor will say something similar to “You are right, but have you thought about this area or consequence of that action? What other actions might be available to you? Can you do both?”
Mentors are valuable; however, you are responsible for your own judgment and …show more content…
While following a mentor, it is important not to contribute unless asked. I have often watched the Japanese method of including a junior person on a project team whose only responsibility is to watch and learn (and maybe get coffee). This process of apprenticeship is common around the world but not in the U.S. This means that there are no programs (yet) allowing you to easily identify mentors. The best way is to take the initiative and ask someone whom you respect and view as an expert in their field. There are many older executives who sincerely want to pass on their knowledge to someone truly interested. It gives them a sense of accomplishment and pride, and it also ensures that their ideas and influence are passed on to the new leaders. Often you can be a quiet participant in project meetings as a learning
Domain experience means that if you are going to be hired as an Interim Executive in the Construction Industry or Electronics Industry, you must have worked in the Construction Industry/Electronics Industry and have several years experience in leadership roles.
Review for a moment the various steps and directions described up to this point. Can you think of a company, industry, non-profit, or association where these steps could not be completed and add value without domain experience?
No, is the honest answer! Domain experience is not required.
Domain experience has little place in the world today. …show more content…
Look at the biographies of the members. Do you know any of them? Do you have a friend who knows one? Review their websites. They probably have case studies available for descriptions of things that they have done.
The website, www.vertopartners.com, has articles, biographies, and case studies with a blog and a YouTube video describing a great deal of what Interim Executives do every day.
A very big part of any career, including that of an Interim Executive, is working with very solid executives with broad skills. Providing feedback shows that you are learning and clearly understanding the communications. This also develops your listening skills and is very much appreciated by the coach or mentor.
Mentors or coaches are not there to tell you specifically how to do things. I mentor start-up companies, and I would not want to tell them something and have them do anything exactly as I stated. After all, I am not responsible for their Profit & Loss.
Usually a mentor will say something similar to “You are right, but have you thought about this area or consequence of that action? What other actions might be available to you? Can you do both?”
Mentors are valuable; however, you are responsible for your own judgment and …show more content…
While following a mentor, it is important not to contribute unless asked. I have often watched the Japanese method of including a junior person on a project team whose only responsibility is to watch and learn (and maybe get coffee). This process of apprenticeship is common around the world but not in the U.S. This means that there are no programs (yet) allowing you to easily identify mentors. The best way is to take the initiative and ask someone whom you respect and view as an expert in their field. There are many older executives who sincerely want to pass on their knowledge to someone truly interested. It gives them a sense of accomplishment and pride, and it also ensures that their ideas and influence are passed on to the new leaders. Often you can be a quiet participant in project meetings as a learning