Question
A headhunter friend recommended I visit your website after I lost my federal job. I’ve been going from one pithy article to the next. Thanks for your expert lessons and clear writing style. It felt like we were having a conversation! And the comments from others are lessons in themselves!
I need your sage advice. I was forced out of my senior federal government job of 16 years in an early morning surprise attack by the DOGE boys. (Don’t even get me going!) I’m done with the government. I want to work in the real world. My skill set is very broad and leadership-focused. I’ve been looking for management-level jobs and, as you suggest, I’ve been very selective. No random job-board applications or resume blasts. I applied via resume for a carefully selected handful of jobs that I know I can do well. I’ve gotten not one response. I don’t know how to break through. I hope you can tell me what I’m doing wrong and more important, what to do next.
Nick’s Reply
I’m sorry that debacle of “cutting waste” cost you your job. If any corporate leader tried to cut a trillion dollars from a budget without heavily documented justification, they’d be the one fired! Don’t get me going, either!
So, how do you transition from the totally prescribed job application process of the federal government to the freewheeling recruiting practices of the corporate world? It’s important to understand a few things.
First, the average hiring manager spends just 6 seconds scanning your resume. That’s barely enough time to sip coffee, let alone absorb your years of federal service. So your job isn’t to list everything you’ve ever done. It’s to quickly show how you’ll help address a company’s problems and challenges. And you can’t do that with a resume or a job board, and it takes lots more than A.I.
Second, your foray into the private sector requires just about the same approach everyone else needs to follow. Anyone using the approach I will discuss has a distinct advantage: few job seekers, no matter where they’re coming from, do it right. That means you may actually have a lot less competition if you use methods that have worked very well since businesses started hiring workers.
Federal job skills? What do I do with you?
I’ll tell you what I said to an auditorium of Executive MBA students (EMBAs) at Cornell’s Johnson School of Management. When you hand over a resume, what you’re really saying is: “Here’s everything I’ve done. Here are all my credentials, titles, jobs, and keywords. Now, you go figure out what the heck to do with me!”
Managers don’t do that! They’re not great at figuring it out, especially if you’re coming from a federal job. They’re buried under resumes, all filled with buzzwords and vague accomplishments. So, you need to explain to them what they should do with you! Please see Resume Blasphemy, and we’ll discuss “how to do it without a resume” in a minute.
Reframe your federal job experience
Being laid off doesn’t erase your value. You’ve navigated complex systems, upheld regulations, led initiatives, and driven outcomes in a highly structured environment. That experience is gold — if you can translate it into private-sector relevance.
Avoid the trap of “federal speak.” Instead, connect the dots between what this company needs right now and how you’re going to help make it happen. Focus on things like:
- How you can save a company money and lower costs
- How you can make the work flow better
- How you can help manage risk better
- How you can coordinate projects across silos
In How Can I Change Careers?, I talk about a powerful way to reframe your experience from one career domain to another; in this case, from a federal job to a commercial job. I’ll give you the short version.
You might not even need a resume
The essence of it is to show a manager that you’re the profitable hire for their specific organization.
This approach can be used to produce a “blasphemous” resume — but the work involved in writing it essentially eliminates the need to use a resume to get in the door. It’s all about doing your homework on the problems and challenges the manager faces, by talking shop with people connected to the company. They will educate you and tip you off on what to say to the manager.
The objective is to let these contacts lead you directly to the manager, while your competition is slinging resumes at an HR portal. Your script for what to say to that manager is your new, blasphemous resume.
This set of articles may also help you get started: The Basics.
Talk to people, not portals
Resumes and job boards are the slow lane. If you want real traction, start by talking to people connected to your target companies. Find vendors, clients, former employees, even competitors. Don’t ask for jobs — ask for insight and advice:
- “What kinds of challenges is this company dealing with right now?”
- “What would make someone invaluable there?”
- “If I wanted to work there, what advice would you give me?”
- “I don’t like sending resumes blindly. Is there someone at the company, other than HR, that you’d suggest I talk with to educate myself?”
Note that none of this is about your federal job skills or experiences. It’s all about you learning what a private sector company needs. Only then can you thoughtfully map yourself onto their business. These conversations give you the intel to approach managers with a compelling angle — and often, they’ll introduce you to someone closer to the hiring manager. This is how successful job seekers get in the door ahead of their competition.
Pursue companies, not jobs
You have already selected your target companies, so you’re ahead of the game. Most people don’t do this. They insist on applying for jobs they find, but that’s a losing proposition because job boards and Applicant Tracking Systems (HR’s feared ATSes) mean staggering levels of competition. (See Pursue Companies, Not Jobs.)
Having specific targets is more than half the challenge. Homing in on them is the rest. If you do it this way, it almost doesn’t matter if they have open jobs. I’ve seen it again and again: managers open up jobs when they meet someone who can drop profit to their bottom line. It’s what a consultant does when pitching services to a prospective client: Show up with insight. Frame a solution. Offer a plan. Spark their interest.
You don’t need an open position to get in the door. When a manager meets someone who clearly understands their business and can drop profit to the bottom line, they find a way to make space.
Just don’t give away the whole blueprint — outline the opportunity, but leave some details behind the curtain until they’re ready to engage.
Bypass HR
Let’s not sugarcoat it: HR isn’t built for nuance, especially when your resume says “federal” and “layoff” on it.
The tips I’ve outlined above should help you avoid HR altogether. HR is where resumes and job applications go to die — if a human even lays eyes on them! (See Most resumes never make it past the bots.) Your goal is to reach the people with budget and urgency — managers, directors, founders.
Start high, and use referrals and conversations to work your way in.
For more cautionary notes about HR, please see Why HR should get out of the hiring business and this audio segment from KKSF talk radio: What’s HR got to do with it?
Final Tip: Control the narrative
If the layoff comes up, don’t talk about DOGE. “My role was eliminated during a restructuring, which gave me time to reassess what I want to bring to the private sector. I’m now focused on helping businesses tackle challenges in X, Y, and Z.”
Then pivot back to value. Don’t make your federal job or layoff the headline — make it the footnote.
You’ve got the foundation. Now it’s about being a fearless job hunter. Try what we’ve discussed here as you transition from your old federal government career to your new career in the private sector. I hope my suggestions help you overcome the daunting obstacles that stop other job hunters dead in their tracks.
Summary
You’ve probably noticed that little of what I’ve discussed is particularly specific to government workers. Successful job hunting is the same for almost everyone. There’s no magic to it. No high technology required. Just hard, smart work and a willingness to talk with people that do the work you want to do.
The best way to “break through” is to triangulate. Find and talk to people near the manager: customers, vendors, other employees, consultants — anyone who touches the operation. Never ask for job leads or to “take my resume in.” Instead, ask for advice and insight about the manager and his operation. Then close by asking if there’s someone in the operation you might talk to, to get more insight and advice: “I’m trying to figure out what I need to do to get ready for a job in this operation.”
Have you made the transition from a government job to a new career in the private sector? How did you pull it off? What advice would you offer? Or, has your planned transition not gone so well? What do you need help with? We’ll do our best to offer suggestions.
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“Don’t make your federal job or layoff the headline — make it the footnote.”
A classic Corcodilos-ism – truly words to live by!
I am someone who has successfully passed through to the other side going from a federal job to a private sector job in the recent turmoil. I was not laid off, but I did accept the deferred retirement plan that was offered. I was in a senior government position and had a few more years of experience in government than the person posing the question.
Although I did blind apply to some positions on LinkedIn and received some feedback and interviews, most of those came too late because I had already received and accepted an offer. What worked for me? Networking, networking, networking, and more networking. I called up old contacts. I asked industry friends if there were positions open. In several cases, opportunities were opened for me because people knew the value that I could bring to the organization.
At higher levels, the interview process, the real interview process, is not a 60 minute Zoom call or a few hour face to face meeting. It is the years and decades working on projects with people, participating in industry forums, being active in professional societies, and generally being a helpful person when other people call you asking for help. People remember that. They know who does good work. They know who will make them look good. They know who helped them or others. You need to show to others that you are a valuable person to work with.
The job I took was one that I did not expect. I was catching up with an old friend who changed jobs and let him know that I was looking. I respected the company, but had not considered them because of some personal geographical constraints. Leadership was brought into a three-way call during our conversation. Accommodations were made to work within my geographical constraints. The company’s offer was more than my ask. They gave me every reason to accept, which I did and I am extremely happy with my choice.
Another opportunity did not end up in a job offer with the company, but now the company I am working with now and the other company are examining a partnership opportunity. I cannot stress enough the value of developing your network. Your professional reputation is meaningful. It is worth growing. And it is much more than the number of followers you have on LinkedIn. It is how you are actually interacting with the community on projects, how professional you are in your actions, and how gracious you are to others. There is no value in being an ass to someone just because they are a competitor. Today’s competitor is tomorrow’s partner, and perhaps your coworker next week.
Sometimes your contact might not have an opening in their company, but they can direct you to another person they know. I had one of those which was also a very promising opportunity. Good people know other good people. Good people listen to each other.
One thing to be careful about in getting information about positions and company goals is to try to get multiple perspectives. Oftentimes, there are factions in companies that want to push the company one way or the other. And they think bringing you on board will help push the company that direction. It is much better to know that ahead of time. Because in the end, you need to show that you will solve a problem that the company has. You need to deliver a value proposition. And if you are delivering the wrong value proposition, your candidacy for the position will go nowhere.
Nic, you say pursue the company, not the job. I would suggest that you need to pursue the people who will lead you to the companies and the jobs. The job search does not begin when you create your resume for a position. It begins when you are interacting with your colleagues, developing and maintaining quality connections, and demonstrating your value. There are 3 step interview processes, 5 step processes, etc. But the best is the years long process where your name, reputation, and contacts speak to the value you will bring to your new organization.
Sorry for the length, but this is something that I think is a valuable, but often missing piece for experienced people seeking positions. As a fresh grad, sure you throw resumes at a wall and see what sticks. As an experienced professional, you should never forget about past colleagues. You should be active in your professional community. It is valuable to your career and I personally have found very rewarding to myself personally. Many of my oldest friends now are from this professional community. I enjoy their company. We work. We socialize. We enjoy our life.
Everyone leaving the federal government for the private sector should heed the advice of “Just Me.” I was a senior federal employee for a decade, then joined the private sector 12 years ago (in 2013) a few months after budget sequestration hit and a few months before the Ted Cruz 2013 shutdown. It was another very low point for federal employees and federal contractors. The only reason I was able to land a good position was the people I knew and relationships of trust I had developed over my decade of federal service. To succeed in this transition, we must work our network of private sector colleagues. The best advice a friend ever gave me was, you don’t want any job you would have to compete for. If the hiring manager does not already know you are the ideal person for the job, then you still have work to do; any “competitive” selection process should be pro forma. Good luck out there! There is success and happiness on the other side!
@Will:
“The best advice a friend ever gave me was, you don’t want any job you would have to compete for. If the hiring manager does not already know you are the ideal person for the job, then you still have work to do; any “competitive” selection process should be pro forma.”
Never walk into a job interview with a manager that does not already know you. The key to winning the job is doing the necessary work to get known to that manager in advance. People are generally stumped by this, but it’s very simple and very profound. It flies in the face of the conventional wisdom.
Thanks for sharing your story and advice, Will!
@Just Me: Never mind the length of your comment. Every word is gold. This may be the best comment ever posted on Ask The Headhunter. Sometime, somewhere I published a short article titled “It’s the people, Stupid!” And it is. And as you emphasize, “the people” that matter start with you. You must be the person that makes job matches happen for others. You must be the relationship cultivator and the hub of all the good people you know and with whom you share meaningful experiences.
You use a phrase that I use often: You must be active in your professional community. Shared experiences are the coin of the realm. That’s the best way to stand out and to spread your value to others.
When I was a year into the headhunting business, I said to Harry — the guy that hired and mentored me — “I’m making a lot of money and I’m really enjoying this business! What should I do to get to the next level and to be really successful?”
Harry told me this: “Spend every dime you make this year taking people to breakfast, lunch or dinner. Learn their stories, what they are good at, what they want and aspire to. Doesn’t matter if you have a job for them. Then introduce them to one another and get out of the way. In short order you’ll be the hub of a great network and you will find people turning to you for advice, insight and more introductions. These people will send their friends to talk to you. Most of the time you won’t make a dime doing this, but you will almost always make great new friends. And you’ll do more business, make more placements and money than you could imagine. Be a good guy and hang out with good people.”
At first I though Harry was a bit daft, but I took his advice, and quickly learned that my network — actually, my circle of friends — was the most valuable asset I had. Harry was 100% right.
Thanks for posting your story and advice — together it makes a wonderful life philosophy and practice.
I’ve seen some ex-government resumes. Many tend to highlight bureaucratic (governmental) accomplishments that often have little to nothing to do with private sector interests. Make sure you highlight specific skills/accomplishments pertinent to the company, not the bureaucracy.
In government, mastering the bureaucracy is sometimes the accomplishment. It isn’t in industry.
Force example: Getting computer access for new hires within two weeks of their first day is a weeks long death match between the supervisor, three internal support and two external support organizations. It is an effort. I’m new position, that was after lunch I. The first day.
When I needed access to new software, they procured me a license in 20 minutes. No multiple layers of approval needed.
The “waste” in government is the Byzantine processes set up at the behest of Congress and the gatekeeper organizations established to ensure adherence not to the letter of those regulations, but the what orthodoxy the reviewer interprets the regulations to mean. This creates critically important, but completely unproductive battles.
I have a colleague who previously worked for one of the oil supermajors; as she says, “working for that company is a job in itself” – referring to all the internal administration. Big business is not void of bureaucracy and rewards to those who play the system.
Nick, I just want to praise 2 jump out phrases you used in the great advice you gave today to the gentlemen that was “DOGE’d Out of a Federal Job: How to transition to the private sector.”
First, in short, I have followed you Nick for several decades. I’m retired now but I worked for a company that only worked with senior level executives wanting to leave the industry they were in & go in an entirely new direction. I discovered I had talked to thousands of executives that only a small amount we took on as clients. When asked, every one of them said they themselves spent less than 10 seconds looking over a resume. You confirmed that today stating “…the average hiring manager spends just 6 seconds scanning your resume. That’s barely enough time to sip coffee.” (I laughed because I was actually taking a sip of coffee while reading that comment.)
Second, more important to me was your comment “You don’t need an open position to get in the door. When a manager meets someone who clearly understands their business and can drop profit to the bottom line, they find a way to make space.”
Since my experience with the aforementioned company some 10 years ago, I have helped many friends & family with resumes, interviews & job search from my experience & your advice. I have been telling folks… “Don’t apply for jobs. You decide who you would like to work for & know your skills are a good fit whether there is an opening or not.” I explain the reason is “There is not any manager at ANY level job (hourly entry level to high level salary positions) that doesn’t have someone in their employ, that given the opportunity, wouldn’t get rid of in a heartbeat to hire someone that really wants to work for them, & increase their bottom line.” You confirmed that advice I have been giving today in your newsletter, only you said it better.
Thank you, Nick. I welcome any comments, good or bad.
As a supervisor, I definitely know that there are people who I would have loved to have gotten rid of. But, there is almost always a process that needs to be followed to get rid of someone. Most companies have processes that must be followed. Even though 49 of the 50 US states are at-will employment, companies are still required to follow processes to get rid of someone.
In the government, the process to get rid of someone is horrible. You need to start building your document trail two years prior to have a chance. And a supervisor who tries to remove someone is highly likely to be investigated for multiple, made-up violations. (It truly is horrible trying to remove a government employee, and you get zero support from the government. You truly need supervisor’s insurance).
Is it truly realistic to fire someone to hire someone better? Especially someone the supervisor knows? I haven’t been in private industry very long, but at minimum, I think the optics on that could look very, very bad. If someone is out the door, fine. But firing someone to make an opening? I think that would not play out very well.
Corporations often need to navigate government bureaucracy, so one way in is to offer insider knowledge on how to do that.
(I am Norwegian, and I do not know OP’s field, but both I and many others in industry have moved from government to corporate roles, because we “know the system”).