Have you ever really ever thought about the concept of referencing and what it means to a career? Of course not – we all blithely go through the motions of putting names on a paper (or in an email in today’s world) complete with titles, companies, and phone numbers. But think about it – your list of references is another lens through which your career is examined and analyzed, and these professionals are the final element of decision-making by a company: to hire or not to hire!
“References” are not just names on a list -- the role a reference serves is critical and oftentimes is the voice that validates the hiring executives’ instincts that they have identified the right executive to attract to their leadership team, or not. With that in mind, let’s address some of the reasons and strategies behind not only selecting professionals to serve as a reference, but how to cultivate those relationships long-term, and some of the reasons why you might not want someone to serve as a reference.
“The Chosen Few”
While it is human nature to select people based on those who will only say fantastic things about you (which makes the search firm’s life easier), the hiring team is looking to have a realistic conversation that will reveal a broad array of information – from the positive attributes that have driven your career forward and resulted in you being selected as the top candidate, to the areas that may be less than optimal, the latter of which the hiring company will use as a point for transitioning the candidate into the organization successfully.
Key Point: human capital is NOT perfect – the hiring goal is to minimize risk by learning as much about the candidate as possible across a spectrum of operating environments and behaviors.
So, when contemplating your reference list, remember to think about the recipients of the list (namely the team of professionals who have been, and will continue to assess who you are: your future boss, the HR team, an external recruiter, or others in the corporate selection process). The executives you have on your reference list should be able to provide insights on everything from technical skills to the subtleties of how you serve as a catalyst to resolve conflict at the C-Suite level.
Practical Tips
n Keep the relationship going: you must identify ways to keep your relationship with a former boss or colleague relevant for years into the future if you want and expect them to serve as a credible reference. Whether it is a quarterly call or email to discuss how their (or your) new role is developing, the recent news about their company, etc., you must find a way to keep the relationship vibrant.
n Job loss awkwardness – who do you earmark as a reference?: losing a job leaves a bad taste in your mouth no matter the circumstances, but you still need to have someone serve as a window of knowledge into that situation. Key to your success here will be the ability to identify someone who understands well the politics and special factors that may have surrounded the situation of your departure. This will take some finessing, but it is critical and has some risk, so think clearly about this choice.
n Reference Preparedness: you absolutely MUST prepare your references for the discussion that they will be having with the prospective employer. I am constantly reminded of the level of blasé behavior that professionals display about this. As a courtesy to the individual serving as your reference, have a brief conversation with them about the two or three key areas that you believe will be the focus of the reference call. Give them the opportunity to think ahead about their comments and perspectives so that they believe they are contributing effectively to the hiring process on your behalf.
n DO NOT: put someone on your list who was a casual participant in your career at a particular company. You are still in the competitive phase of a hiring process and the prospective employer wants to know every piece, large and small, of the candidate puzzle so that they can determine as close a fit as possible. Casual acquaintances will only damage your chances of securing the new job. Remember, poor choices of references reflect, ultimately, on your own judgment – a key company focus in the hiring process is connected to a professionals’ judgment, so be keen with it here.
Always remember, a shorter list of references whose insights are focused, clear and insightful is far superior to a dozen letters from past bosses who can’t be located for a discussion. Keep the list fresh and relevant to the prospective employer so that the discussion results in a productive and insightful one about you.
Tip of the Month: Nurture and develop the relationship you have with your references – don’t let them languish hoping that they will be happy to serve as your reference 10 years after you left their company.