Space Careers

In this chapter

Words of wisdom are shared with you from an industry executive.

Great. You’ve identified an opportunity or a company you’d like to work for. You may even have an “in” at the firm after chatting with someone you met at an event or a conference. And this is where the fear for many people sets in, as they wonder how not to screw this up.

How do you write a good résumé? How do you interview? These are not topics that we plan to cover in any detail—there are hundreds of books written by experts on these subjects.

This section comes to you from Marillyn Hewson, the Chairman, President, and CEO of Lockheed Martin.

I’ve hired thousands of people over the course of my career, which means I’ve read tens of thousands of résumés. I’ve seen great résumés that have helped people launch thriving careers—and, unfortunately, I’ve seen plenty that have fallen flat.

A résumé is your first impression on a potential employer. And in many cases, it will determine whether you get the chance to make a second impression.

At Lockheed Martin, it’s not unusual to get hundreds of applicants for a single job opening, so the competition is intense. It’s important to take the time to make sure you stand out—and stay— in a potential employer’s mind.

In my experience, a few simple steps can help take your résumé to the top of the pile.

Your résumé is not an autobiography. In fact, less is more in crafting a good summary of your skills and experience. A tight résumé shows me that you can prioritize. It tells me that you can be clear, concise, and get right to the point.

It also shows me that you respect my time. Hiring managers—at any level of leadership—are busy. And the fact that they’re hiring means they likely have even more work on their plate than usual. Don’t expect the hiring manager to weed through your résumé looking for experience that’s relevant to the opening. Honestly assess whether every single word belongs. Odds are, you’ll find places to trim—and that’s a good thing.

Don’t just send the same résumé and cover letter to every job opening. Really pay attention to the job description, and make sure that your application underscores why you’re perfect for that particular position.

Companies spend a lot of time and energy crafting job descriptions to attract the right candidates. So learn from them and use it to your advantage. Job postings are great input to help you understand what the organization really needs.

When you focus your résumé on the job description, and align your skills to the organization’s needs, you’re demonstrating that you understand exactly what they’re looking for. And you can better show how you are the right person for the job.

Use your résumé as an opportunity to showcase all your hard work. I don’t just want to see a list of previous positions and responsibilities—I want to see the results you delivered.

Did you increase sales? Did you land a big contract? Did you complete a project under budget? Did you improve customer satisfaction or employee engagement? Each of these examples is a real, tangible accomplishment—and accomplishments say more about your experience than a long list of jobs you’ve held.

Specific examples show me that you are ready and able to help the organization succeed. So for each position you list, highlight the one or two achievements you are most proud of. Demonstrate how valuable you were, and how valuable you can be.

These three suggestions are important whether you’re applying for a top management position or your first job out of school. They can help you make that first impression that will land you an opportunity to interview. And I have some suggestions for that, too.

When you are the Chairman, President, and CEO of Lockheed Martin, one of the largest aerospace and defense companies in the world, what do you, Marillyn Hewson, look for?

One of the most important things I do as a leader is choosing the people who will join our team. Finding the right person to lead a group, manage a project, or fill a key position is critical to the success of any organization.

Résumés are useful for showing the skills and qualifications of a candidate, but they don’t tell the whole story. Effective interviews are the real key to understanding if someone has the strategic thinking, leadership skills, and collaborative approach that will deliver results.

When I interview prospective employees, I look for a proven track record and specific experiences that I believe indicate future success. At the same time, I also probe to see if the individual is aligned with our corporate values and will fit with our culture.

Here are the five interview questions I have found most useful— and what I look for in a candidate’s answers:

The best employees are those who bring real energy and initiative to the job. I like to know whether you’re the kind of person who can set priorities, take initiative, and drive results right from the beginning.

This is why I like to ask how you approached your last job. I’m looking for specific examples of how you got to understand the organization and integrate with the team. I want to hear about your early wins, accomplishments, and successes. Learning about how you tackled the early days of your last job gives me a good indication of how you will hit the ground running if you were to join my team.

The actual challenge and solution aren’t so important. I’m more interested in how you worked through the problem. Candidates need to demonstrate strategic thinking and strong problem-solving skills. And, just as important, they need to know when and how to ask for help.

Did you engage your teammates in implementing a solution? Did you work with your customer to make sure everyone was onboard? Did you keep your leadership informed early so there were no surprises? These answers tell me how you deal with issues, address problems, and manage stakeholders.

What would your boss, colleagues, and customers say if I asked them what it’s like to work with you? Are you a team player or a lone operator? Are you a big picture person, or do you focus on the details? Do you have high standards of integrity, or do you bend the rules to get things done faster?

I’m looking for answers that demonstrate the leadership qualities and personal values that we seek in our top performers. At Lockheed Martin, we call this Full Spectrum Leadership and it consists of five imperatives:

1. We look for leaders who can shape the future by establishing goals and laying out a plan to achieve them.

2. We also want our people to build effective relationships, whether they’re with colleagues, employees, or customers.

3. We want leaders who can energize the team, engaging and inspiring others to do their best work.

4. We need people who deliver results, understand our strategy, and meet their commitments.

5. And, most important, we want people who model personal excellence, integrity, and accountability in all they do.

These qualities are especially important at Lockheed Martin, though they should serve you well in almost any role. No matter what field you’re in, it always pays to have a full spectrum leader on the team.

4. What is one area you’d like to improve, and what are you doing about it?

Of course, no one is perfect—and I would never hire someone who thinks that they are. Yet great employees go beyond simply being aware of their shortcomings, they are actively working on them. Are you working with a coach or mentor? Have you taken a public-speaking class? Do you engage in 360-degree feedback sessions? We all have things we’d like to work on, and I want to see that you have the drive to better yourself, grow professionally, and continue to learn.

I like to end an interview with this simple question. The best candidates make a strong case for themselves. They can clearly articulate why they are the best choice for the job—and they can tell me what unique qualities they bring that no one else can offer. I want to see confidence in one’s capabilities with awareness of one’s opportunities for growth. This is no time to be shy; it’s the time to be your own best advocate.