In his book, Prisoners of Our Thoughts, Alex Pattakos writes about the application of Viktor Frankl’s principles for discovering meaning in our daily life and work.  The foreword is written by Stephen Covey, author of The 7 Habits of Highly Effective People, and one of the most frequently-read books on the Cameron-Brooks recommended reading list. Covey writes in the introduction about how deeply Frankl’s work and book, Man’s Search for Meaning impacted his life. Covey also writes about something that is a fundamental part of Frankl’s philosophy of finding meaning in our life and work. There is a moment in time that is uniquely human. It is that space that lies between stimulus and response. “In that space lies our freedom and power to choose our response. In our response lies our growth and our happiness.”  Although I may have no control over the stimuli that enter my life (my recent canceled business flight for example),  I do have total control over my response and my attitude. Sometimes finding meaning in our work requires a shift in attitude. Like the young shepherd in Paul Coelho’s book, The Alchemist, sometimes we find the destination of our journey close to home - perhaps, even within ourselves. My challenge to you is to look at your current work and find the meaning in what you do. Remind those with whom you work of the meaning they bring to you, themselves and others.

When you look for a new career opportunity, place more emphasis on the intrinsic meaning of the work than extrinsic considerations like starting salary and location. Make a list of the factors that bring meaning to you and allow you to live your life within the values that define you. Use the list as a guide in the journey towards your new career, and your destination will be meaningful and worthwhile work.

Steve Sosland

Over the course of our time together, we got to know this special man and national treasure.   It’s worth it to read his Medal of Honor story which is well documented on line (Google: John Finn). 

We want to write about the pieces of advice that John imparted to us during his stay.  These are the pearls of wisdom that will stay with us for many years, and the main reason we were so fortunate to get to know him over his brief visit.

He never saw himself as a hero and could not really understand why people “fussed” so much over him.  He said several times, “I’m just an old, uneducated man, who was only doing his duty and the job the Navy paid me to do” on the morning the Japanese attacked Pearl Harbor.  He said it with a level of authentic humility that is hard to find today.  His acts of heroism and resulting fame were never about John Finn.  He was incapable of seeing it that way.

He loved telling stories of the past, and John could remember details from his childhood forward with amazing accuracy.  He would never answer a question without telling a good story.  They were always humorous, and interwoven in the narrative were many rich lessons.  Perhaps there is some irony that we are writing about the lost art of story telling in an electronic blog, but John is a good reminder of the importance of telling stories to the next generation the old fashion way (no texting or e-mails).

When asked what he missed the most about the past, he thought about it for several minutes and said that he missed having a beer after work with his shipmates.  Friendships become more and more important as we get older, and we will never regret the time invested in important relationships.  Given the thousands of friends he had, this was obviously something he had known for a long time.  

When asked to share his advice for living until the age of 100, John paused for a long time and finally said, “I guess it helps not taking it all so seriously.”  He saw several of his friends die in anger, sadness or fear.  He was perpetually optimistic, loved to laugh and tell stories, enjoyed meeting new friends and visiting with old ones, took lots of naps, and worked every day for at least a few hours in his salvage yard.  A good recipe for a long and happy life.

When John ate meals, he always ate everything on his plate; or if he became full, he would quietly wrap up the remaining food in a napkin and put it in his coat pocket.  He really took his time and never wasted anything.  We learned to never rush him through a meal. We also learned to check his pockets at the end of every day because there was no telling what was in there

No matter how much his 100 year old legs hurt, he always walked up to the podium by himself using his canes.  It was very hard to get him in a wheel chair.  He even climbed up and down the stairs of our airplane by himself despite his age.  John never said it, but I think he was an inspiration to other elderly veterans.  If a 100 year old man can walk, so could they.  While I was sitting in the audience around many Pearl Harbor survivors, I heard them all pause and say, “Hey look, there’s John Finn.” He was a celebrity, and no matter how bad he felt, he would never miss the many gatherings celebrating America’s military efforts in WW2.  Until the last couple of weeks of his life, he dedicated himself to giving back to the country that had been so good to him. 

A lot of people sent John gifts- so many that he had trouble finding space for them (a natural consequence of being a National Treasure).  We asked him to remember his favorite gift.  He quickly said how much he appreciated the Marines at Camp Pendleton sending over a detachment of young Marines to chop wood for him every couple of months.  At 100 years old, there is nothing more enjoyable and appreciated than a good warm fire.

It’s fitting that John died around Memorial Day, when we honor all the men and women who have sacrificed so much out of love for this great country.  John Finn was a heroic man who loved his country and spent the twilight of his life honoring the memory of those who served.  He will be missed by many.  Attached is a link to one of our favorite pictures with him.  http://www.facebook.com/pages/Cameron-Brooks-Junior-Military-Officer-Recruiting-to-Corporate-America/46847108365#!/photo.php?pid=4264672&id=46847108365

Chuck Alvarez

The issue is complex and requires research and a broad career search. I also think it requires self-insight. Meaningful work to some may focus on the quality of products or services a company provides. To others it may be working with people of their ilk. In his book, Good to Great, Jim Collins writes that one characteristic of great companies is the belief that getting the right people on the bus and the wrong people off the bus is more important than where the bus is going. The deeper question for an individual is, “How can I find meaning in my work?” Viktor Frankl developed his philosophy of logotherapy during his years as a prisoner in the Nazi concentration camps. He observed that a common characteristic of those who survived the camps was awareness that their life had meaning to someone else. In one case he gives the example of reminding a man contemplating suicide that he had a daughter waiting safely for him in another country who was counting on him to live. Having this meaning to his life allowed the man to dig deeper within himself and survive his suffering. We can all look within ourselves and our current work to find meaning in what we do. Who is counting on us? Who benefits from the product of our labor? One easy to read book on the subject is, Gung Ho, by Ken Blanchard and Sheldon Bowles. The book tells the story of a manufacturing manager and former active duty U.S. Marine who instills the notion of worthwhile work in his team. The lesson is broadly applicable in many companies and gives those searching for worthwhile and meaningful work a way to evaluate possible career opportunities.

Steve Sosland

To explain this shift, it is important to first understand the factors that contribute to generational stereotypes. “Baby Boomers” is the term used to describe those born in the years 1946-1964, during the baby boom following WWII. “Generation X” is used for those born from 1965-1980. Those born after 1980 are part of the “Millennial Generation” (aka Baby Boomlets or Echo Boomers). Each generation develops characteristics from key events called generational markers. The generational markers for the Baby Boomers include the space race, the Vietnam War, Beatles and Rock & Roll, the assassinations of JFK, RFK and MLK, and the Cold War. We remember the asinine schoolhouse drill to duck under our desks or in the hall in case of a nuclear attack. We received our news from three networks that went off the air each night at midnight playing the Star Spangled Banner. Gen-Xers were the first generation to be termed “latch-key kids” because both parents typically worked, and kids came home to empty houses and grew up responsible for fixing their own meals and doing their homework alone. The emerging technology was typically used for toys and games where getting the next new version was important. This independence was coupled with a lack of trust of authority that came from generational markers like the Watergate break-in and subsequent resignation of President Nixon.

Their news came 24/7 with the emergence of CNN. So what are the generational markers of the Millennial Generation? Less has been written about them, but certainly recent history can allow us to assume they will include 9-11, the war on terrorism, environmental disasters, and the impact of green technology. They don’t wait to receive news. They make it by using social networking sites like Facebook, Twitter and YouTube. They have elected presidents and created social awareness. I remember where I was when President Kennedy was shot and when Neil Armstrong took his first step on the moon. Millennials know where they were on September 11, 2001.  They also remember that our country came together, albeit briefly for a common goal. The dream to come together to make a difference has been deeply implanted in them. The average age of JMOs who transition to corporate America through Cameron-Brooks is 28. That means there is an increasing number of officers from the Millennial Generation who have a different focus than officers we have seen in previous years. I often hear comments about frustration with senior officers who appear to care more about their own careers than taking care of their subordinates. The overwhelming desire among this group is to find worthwhile and meaningful work that will change the world. I, for one, believe they will.

In my next blog I will discuss the definition and source of meaningful work as well as several books on the subject that may allow all of us to find it. Until then, I recommend you review my earlier blog on this site titled, “The Alchemist and the JMO.” http://blog.cameron-brooks.com/2009/12/29/the-alchemist-and-the-jmo/.

 Steve Sosland

What does all this mean and more importantly how does this affect a Cameron-Brooks JMO making a transition to business?

1.  The unemployment rate increase is actually a good thing.  That’s correct, a good thing.  The government does not count people who are unemployed but not actively searching for employment as “unemployed”.  The increase from 9.7% to 9.9% unemployment is due to more people confident in the growth of the US economy and job availability, moving from the sidelines to become active job seekers and therefore now being counted in the unemployment numbers.  On May 8, 2010, in the Wall Street Journal article, “Job Gains Speed Up And More Seek Work,” Julia Coronado, a BNP Paribas (a global banking and financial services company) analyst was quoted as saying, “People are encouraged to come back in the labor force and start looking for jobs.  It’s good that they are not discouraged anymore.”  Yes, the unemployment rate is high, though the recent uptick is another positive sign as it demonstrates that more people are confident the economy is back on track.

2.  Companies have become more aggressive in growth plans.  With renewed business confidence, companies who had put facility expansions, new store openings, new product launches and other initiatives on hold during the recession have now taken steps to activate those initiatives.  This is creating a need for more people, especially leaders, to get the strategic efforts implemented.  At the April Conference, we had several clients hiring due to new initiatives.  One medical device client was launching a new cardiovascular repair surgical device, a world leading consumer products company started implementing Total Productive Maintenance and wanted JMOs who could lead change to implement this, and another company designed a new method to automate the shovel system on mining vehicles and needed a project manager to lead the effort to bring it to market. 

3.  According to the May 8, 2010 Wall Street Journal article referenced earlier, the strong majority of the job gains in April came from the private (not government) sector.  Additionally, the increased jobs came from a broad range of industries.  Even during the recession from December 2007 to December 2009, Cameron-Brooks continued to have opportunities representing a wide variety of companies and industries.  At the April 2010 Conference we had companies that ranged in size from 150 to over 120,000 employees, privately held and publicly traded companies, and representation from numerous industries including alternative energy (solar power), food and beverage companies, consumer and commercial banking, medical device, global management consulting, e-commerce, biopharmaceutical manufacturing and more.  Whereas the impression was that the government “carried the economy” in 2009, the government certainly cannot make that claim with the recent increase in jobs in the last 3 months.

4.  The wild swings of the stock market are not necessarily an indication of, nor do they show correlation with the broader economy and employment market.  It is true that the Greek, and potentially other European countries’, debt crisis is impacting the stock market and banks’ confidence in lending to one another.  From the same Wall Street Journal article referenced previously, Alan Levenson, an economist from T. Rowe Price Associates, states, “We’re on more solid ground after these data than we thought we were.  That should reduce, at least at the margins, the concerns one might have had of the impact on our economy of what’s going on in Europe.”  It is hard to predict if or how this debt crisis in Europe will affect the broader US economy, but right now, our clients do not mention it.

5.  Cameron-Brooks clients continue to hire for strategic reasons – to implement new business initiatives, to increase productivity, and to upgrade their talent.  During Roger Cameron and René Brooks’ established relationships with companies over approximately 45 years, Cameron-Brooks has experienced numerous economic cycles.  We have learned that our clients, as a whole, continue to recruit strategically in all types of economies because of their need for future leadership.  In addition to this strategic hiring, and the new initiatives and growth previously mentioned, our clients hire JMOs to increase their productivity and upgrade their talent.  When positions become available due to promotions or resignations, companies see Cameron-Brooks as a source for hiring a person who can be productive from the first day and bring the potential for increased responsibility and promotion.  During 2009, the deepest part of the recession, Cameron-Brooks candidates still averaged 8-10 interviews at our Career Conferences; and with resuming economic confidence, that average has increased to approximately 10 interviews.

The bottom line –  if you have the track record of success that demonstrates you can be a top performing leader in business, if you have the desire to be a top performing leader and are willing to prepare for your transition – there are great business career opportunities.

 Joel Junker

Being a JMO Recruiter for 11 years now, and assisting many current JMOs and Cameron-Brooks alumni through career decisions, I have learned that a strong majority seek advice from others to help make a decision.  The trouble is that not all of the advice from other people, even trusted people such as spouse, parents, co-workers, and yes, other recruiters, is wise and based on experience and knowledge of a specific career decision.  The problem stems from confusing the difference between opinions and counsel.  I am currently reading the book Three Feet from Gold by Sharon Lechter and Greg Reid of the Napoleon Hill Foundation.  On page 30, the authors describe the difference between an opinion and counsel as, “Opinions are usually based on ignorance, or shall we say a lack of knowledge, whereas counsel is based on wisdom and experience.”  I imagine we have all made the mistake of confusing an opinion for counsel, and subsequently making a poor decision. 

Many people (I include myself here) often consider that if someone cares deeply about  and wants what’s best for an individual, this qualifies them as an advisor whose input should be weighed significantly in the decision-making process.  However, despite, the relationship, it is important to ask “What does this person know about my current situation?  What is his expertise in this subject?  What experience does he have in this area?” The answers to these questions will help to determine if you are receiving an opinion or counsel. 

Confusing opinions and counsel occurs in both the military to business career transition decisions and also business career decisions.  Most frequently I have experienced JMOs, and our alumni in business receiving poor input from well-meaning people on issues such as negotiating compensation,  career location decisions, quitting a new career when things become challenging, or switching jobs because a higher offer comes from another company (when very little additional research has been done into the intrinsic qualities of the other company).  I firmly believe that all career decisions have tradeoffs.  When others offer opinions, they tend to share insight about either the positives or the negatives, but if they do not speak from the basis of pertinent experience and knowledge, they can’t offer either which is required for counsel.

What to do with this knowledge of the difference of opinions and counsel?  First, identify those who can provide you with counsel, and second, continue to seek them out.  I believe it is vital to learn from others who have more experience and knowledge so we can apply the lessons they have already learned.  Third, when receiving unsolicited advice, apply the standards of appropriate knowledge or experience to determine if it is counsel or opinion.  Finally, as you give advice to others, determine if you are giving opinion or counsel and let that person know so he understands how to value and apply it.

 Cameron-Brooks is thankful to have the privilege of sharing our knowledge with JMOs and our alumni.  This knowledge comes from a basis of a rich depth of experience that has been built through over forty years of partnering with JMOs as they transition into the business world and throughout their career.

Joel Junker

E-mail from Cameron-Brooks Alumnus, Joey Boni, One Year After Conference

(E-mail sent to Cameron-Brooks Recruiting Team Leader Alysha Metzger the day before our April 2010 Career Conference.  I had to take out his company’s name for privacy purposes.)

“Alysha,

I really have to apologize for the delay, the last few weeks have been hectic – but in a good way.  Steph and I are doing very well.  It is unbelievable to me that one year ago I was going through the C-B conference.  It seems like yesterday.  I have great news and a follow-up story to tell.  Please feel free to pass this to the team and/or share with the candidates going into the conference tomorrow.  Thank you again for all your help throughout this process.  Please let me know how I can help Cameron-Brooks.  People make the difference.

Team/Candidates,

I attended the April Cameron Brooks conference in 2009.  It was a stressful and mentally demanding time for my wife Stephanie and I as we were transitioning out of the Army.  Pushing through the conference I landed a sales leading to management position with a leading medical device company.  My first role was in Jacksonville, FL.  This position is more or less a training position that prepares you to take on your first territory.  The first challenge I faced was learning a new job in a completely different environment (not so different from what we are used to).  What I had to keep in mind was that relying on my past experience would be crucial to developing my confidence and effectiveness.  Shortly after starting the job my efforts began to pay off.  After three months I was offered to interview for a promotion and position with my own territory.  After long talks with my wife, I turned the offer down based on several factors.  I wanted to allow myself time to develop and grow to the point where I knew I would hit the ground running.  Four months later I was offered  another promotion and position in Pensacola/Destin, FL.  I am currently in the process of moving to Pensacola and eager to take on my new role.

To the C-B team, thank you again.  I consistently boast about your professionalism and hard work.  I see more JMOs and prior alumni in Corporate America than I ever thought I would – your reputation is consistent and undeniably strong.  To the candidates, consider yourself in the hands of true professionals who will absolutely deliver on their word, it is up to you to finish the job – you have what it takes.  Good luck and please feel free to reach out to me at any point.

Respectfully,

Joseph Boni
Full Line Sales Representative
Medical Device Company
joey_boni@hotmail.com

Post on Discussion Forums from Cameron-Brooks Alumnus

“Let me say first off, congratulations! If you’re reading this forum, you are already headed in the right direction. If Cameron-Brooks’ aim is to make a life-long corporate partner, they have been very successful in providing this former Air Force officer with not only a great job, but, as promised, a career.

My conference was just over one year ago, and I have to say without a doubt that this has been the fastest 365 days of my life. I would add that this has been the most tumultuous, surprising, stressful and rewarding year I’ve had. I would imagine the majority of my conference-mates would say the same.

I had a successful conference, with, several “yes” answers and multiple follow-up interviews. Ultimately, I ended up taking a job as a government account manager with Abbott Diabetes Care, a unit of Abbott Laboratories. It seems like just yesterday I was flying all over the place to interview with this company and that company, hoping for an offer. One year later, I am extraordinarily satisfied with my decision to trust my future to Cameron-Brooks.

Some words of advice:
1.) Reserve judgment on a company until you’ve had the opportunity to interview with them more than once. I remember one interviewer kept taking phone calls during the initial interview. He asked a few unexpected questions of me, and I fumbled through my response. Walking out of that first interview, I remember thinking that there was no way I was going to get a follow-up. Lo and behold, I did get a follow up. In the second interview (which was a panel interview), his demeanor, questions and methods were markedly different. Had I not given the company a second chance, I would have done myself a disservice.

2.) On that note, not all job opportunities are created equal–at least on paper. Reading through the materials you get on the first night of the conference, you will get a sense of the level of candidate that will be required for a particular position. Do not let that affect your preparation. You might be surprised that the one position that you thought you’d least want to take ends up being your #1 after you’ve had the opportunity to interview once or twice.

3.) If your interviewer or future boss happens to be a C-B alum, all the better. Once you’ve taken a job, it is very helpful to have someone looking out for your future. Your success reflects upon your boss, so it is in their best interests for you to be successful. Having that C-B (or military) connection can be a fantastic asset to your future promoteability. That being said, heed Roger’s advice and do not confine yourself to your group. Reach out personally and professionally to establish networks within your organization. Believe me, people will notice.

4.) Don’t pass up this opportunity because you want to “finish your education first.” During the conference, I remember one individual standing up and saying that he had been accepted to a prestigious business school, and wondered if he should take that opportunity, and then come back to look for a job. Roger responded that the current job market is not an MBA market, it’s an experience market. I have seen firsthand the truth of that. A friend of mine recently graduated from a very good business school with his MBA. However, he has spent the last 8 months looking for a job, because the market is saturated with experienced people. He is now probably the most over-qualified cashier on Ace Hardware’s payroll. C-B will give you access to jobs that you would be extremely hard-pressed to find on your own, with or without an MBA.

5.) Lastly, realize that once you take a job, you are likely very-well positioned for your future. I was surprised to find that I am one of the youngest people in our sales organization, most of whom are well-seasoned veterans. My job is one that is typically given to career sales/account managers, almost more of an account executive job than a sales job. Thus, I come into this position getting a lot of great experience right off the bat, and skipping several years’ worth of entry-level jobs. It is highly unlikely I could have had access to this level of position on my own, and that’s one of the key benefits of working with Cameron-Brooks.

Let me say in closing that for the first time in a long while, I am excited about my future. Yes, taking the plunge into the competitive, ever-changing and exciting landscape of the corporate world is a risk, but I think it’s a risk worth taking that will pay dividends for you and your family.

Dan”

You can read more postings like this on the Cameron-Brooks Discussion Forums at https://cas.cameron-brooks.com/CandidatePortal/CP/DiscussionForum.aspx and on the Cameron-Brooks Facebook page http://www.facebook.com/pages/Cameron-Brooks-Junior-Military-Officer-Recruiting-to-Corporate-America/46847108365?v=app_6261817190

 Joel Junker

Cameron-Brooks JMOs Award Winning Sales Representatives Medical Device Company
I received the following e-mail from a Cameron-Brooks Alumnus we placed with a medical device division of Johnson & Johnson.  I took out specifics of the names of the Cameron-Brooks Alumni and the specific name of the division for privacy purposes.  The Alum who sent this to me is a former Army JMO, West Point Graduate with whom we partnered  in early 2008.  The other C-B alumni to whom he makes reference,  we partnered with in 2007 and 2005.

“Dear Roger, Rene & the Cameron-Brooks team,

 My company recently had their National Training Meeting down in Florida and I thought that you all would enjoy some of the highlights & pictures.  Thanks can never be enough for the opportunities that you allowed us to have.” 

Picture Descriptions:

(For the Blog, I am not attaching pictures and only including the description of their achievements and awards):

Cameron Brooks Alum Mike (ex-Army) & Daniel (ex-Air Force); Dan was a recipient of numerous sales clubs & won a trip to Napa Valley for exceeding business plan.

Cameron Brooks Alum Mike (ex-Army) receiving the “Rookie Representative of the Year Award” from Company President Dan.  Ranked #4^th in the country overall for growth in sales.

Cameron Brooks Alum Mike (ex-Army) & Jimmy (ex-AF); Jimmy was Mike’s field sales trainer when he entered the company.  Jimmy achieved numerous sales awards and serves as an interim division manager and field sales trainer as well. 

 Note:  My division is considered the tip of the spear in terms of growth and was one of the fastest growing sectors within the company.  

We hope that everyone is healthy and doing well!

Mike”

Cameron-Brooks Now Partnering with Sons and Daughters of Alumni
Roger Cameron has been partnering with JMOs for over 44 years and René Brooks for almost 39 years. Cameron-Brooks is now partnering with the sons and daughters of former JMOs whom Roger, René and Cameron-Brooks  helped to transition many years ago.  Recently, I interviewed a candidate whose father worked with Roger and René in the early eighties and found a position with Procter & Gamble in manufacturing.  This current JMO candidate will attend the Cameron-Brooks June 2010 Career Conference. Though his father is no longer with Procter & Gamble, he is a Senior Vice President at another consumer package goods company.  What is also interesting about this story, is that one of his good friends growing up also partnered with Cameron-Brooks in 2007, and Roger and René helped that friend’s father make the transition to Procter & Gamble in the late seventies. 

Even though we have placed several children of C-B alum over the last few years, I felt this story had an interesting twist because of the two JMO friends.  I would say that these two longtime Alum fathers, are very pleased with their careers in order for them to point their sons to Cameron-Brooks. 

I majored in Finance at Notre Dame.  I love numbers and statistics.  I feel one can learn a lot from them, however, I have two caveats.  First, they never tell the whole story.  Second, I remember the saying, “Torture the statistics ’til they lie!“  Therefore, for this blog post, I wanted to share two stories, of many stories I could share, that illustrate more than statistics ever could the Cameron-Brooks partnership and success as well as the satisfaction of our Alumni.

• The Air Force needs to reduce their officers by over 2000 personnel (almost 900 in the year groups from 1998-2004).  They are using Voluntary Separation with Pay (VSP), reduced accessions (promotions) and other incentive programs to allow officers who wish to separate the chance to do so.  It appears that if targeted numbers are not met, a Reduction In Force (RIF) board will convene this September.  If you are thinking about separating under VSP, the $ incentive will be greater if you volunteer than if you are separated through the RIF.  This information is based on preliminary data available and should be verified by each person reviewing these programs.  It is highly advisable to check the AF website for details at: http://tiny.cc/fh995
• If you decide to separate under this new Force Management program, the target separation date is the end of the calendar year (12/31/2010).  Before you set your timing, make sure you have a game plan.  If you are wondering about terminal leave, scheduling for a conference, how to leave time for follow-up interviews, or even using your final military move, please give us a call and we can help you plan out your timing.
• Getting paid to leave the Air Force is only a good thing if you have a career to step into after you leave.  You will find that a VSP check can get used up quickly if you haven’t set yourself up for success.  We are seeing increased numbers of opportunities for our candidates, and our client companies expect to have strong development career opportunity needs in 2010.  Let us help you determine your ability to be successful in achieving a career as a business leader directly out of the service, so that you can put your VSP check in the bank.

Keep in mind that making a decision to stay in or get out is just the first step.  If you decide to get out, the planning and preparation you put into your career transition will be a major factor in determining how successful you are.  Think this through, set a timeline for your plan and make sure you know where you are headed after the service.

Scott

Additionally, US economic growth is expanding.  In 4th quarter 2008, the time when it seemed like the economic world was unraveling (US Gross Domestic Product (GDP), the measure of economic growth and output for our country) GDP declined by 6.3%.  The economy continued to decline 6.1% in 1st quarter 2009, .7% in 2nd quarter, and then a shift back to growth, expanding 2.2% in the 3rd quarter 2009 and then a significant increase of 5.7% in 4th quarter 2009.  It is generally predicted that the economy will grow at slightly above 2% the remainder of this year.  That’s not “lighting the world on fire,” but it is growth, and a far cry from 6% decreases.

Unemployment hovered around 10% at the end of 2009, and at the start of the year, economists predicted that it would continue to increase.  Generally, the unemployment rate is a lagging indicator of economic recovery, so this estimate made sense based on history.  However, the unemployment rate has since dropped to 9.7%.  This is still a high number, though heading in the right direction.

The final statistic I want to share with you is that there are 5.4 applicants per job opening, which is an improvement from the previous figure of 6.1 applicants per job opening in September 2009.

I share these macro-economic statistics with you to highlight that the overall economy is improving though unemployment is still high and very competitive nationally for each opening (5.4 applicants per opening).  What we are experiencing at Cameron-Brooks is significantly different.  Some recent statistics to compare with the macro ones I just shared include – our candidates have averaged 9 to 10 interviews at the last several Career Conferences, there are an average of 2 openings per candidate at the conferences and we still cannot meet all of the needs of our clients, and every one of the candidates has headed into the follow-up process with companies having further interest in follow-up interviews.  The quality of the companies and positions has not changed.  Leading companies such as ExxonMobil, Johnson & Johnson, General Mills, Abbott and more have attended Conferences.  Positions have included Program Managemer, Process Improvement Manager, Project Controls Lead, Senior Financial Analyst, Total Productive Maintenance Team Lead, Project Engineer, Procurement Manager, Manufacturing Team Lead, Clinical Account Specialist, Territory Manager and more.

Why are the Cameron-Brooks statistics different than the national averages?

1. Cameron-Brooks clients consider us a strategic source for recruiting.  This means even in a downturn and tight labor market, our clients prioritize recruiting Cameron-Brooks JMOs.  Our clients think strategically and long term, and know they will need talented leaders for the future.  As a result, they keep the Cameron-Brooks pipeline open.  They do have high standards and want top performers well prepared for the transition.
2. Our clients still have a leadership challenge.  It is expected that 30 million “Baby Boomers” will retire in the next several years.  I hear our clients describing 10 year succession plans to get the current leaders ready to assume key leadership roles in the company.  As a recent FORTUNE Magazine article regarding JMOs as the future business leaders highlights, it’s much easier to hire leaders and teach them the business.  http://money.cnn.com/2010/03/04/news/companies/military_business_leaders.fortune/
3. Cameron-Brooks clients are careful about who they hire.  Hiring mistakes are always painful and so much more in these days.  Our clients value the Cameron-Brooks progress where we rigorously screen candidates looking for those who have both the ability and desire to be future leaders in corporate America.  They appreciate the fact that Cameron-Brooks candidates read numerous books and conduct several exercises preparing for a new career.  This attracts industry -leading companies who know they can count on Cameron-Brooks for candidates to fill critical positions.
4. Companies are concerned with productivity.  One of the reasons why the unemployment rate will stay high for the foreseeable future is that companies will hire 1 person to cover 2 open positions or 2 people for 3 open positions.  When a company looks for a candidate with this high potential, they think of the JMO who has repeatedly done this in the military.

With 5.4 applicants nationally per opening, companies are selective.  This requires a strategy and preparation plan to succeed in the transition process.  Our team is very experienced and we know how to partner with high potential JMO candidates to help them develop the right strategy and preparation plan for success.  Our experience includes Roger Cameron, 44+ years of JMO recruiting experience, Rene Brooks, 39 years of JMO experience, Mary Lou White, 33 years, Chuck Alvarez, 15 years, Steve Sosland, 13 years, myself, 10 years, and Scott LePage, 4 years. We incorporate our accumulated knowledge into our Development and Preparation Program^© that cannot be duplicated without our experience.

 Joel Junker