Just about every cover letter sent in response to an ad begins in the following style, "To Whom It May Concern: This letter is in response to your ad in the National Business Employment Weekly for . . ." Rather uninspiring, isn't it? Is it any wonder the few individuals who research a company, then use the information to formulate their cover letter's f irst paragraph, have a tremendous advantage over their complacent competitors? In the resume derby, everything you do to distinguish yourself moves you another length ahead of the pack.

Have you ever tried to hire a new employee? While looking for a job is tough, finding a good employee is no picnic either. Picture yourself as the CEO of a small to midsize company looking for a new CFO. After carefully constructing your ad, you wade through scores of resumes, schedule and conduct several rounds of interviews, screen the princes from the frogs, and hope when you choose the best candidate, he will say yes. For a busy executive, this can be a long, expensive, and nerve-racking process with no guarantee of a positive result.

My job is to listen to ideas, maybe cook up a few of my own, and make decisions based on what's good for the shareholders and for the company.
Philip Knight