Fttg network your way to your next job by Career Works

Network Your Way to Your Next

ÂŠCareer Works, LLC www.career-works.com

Table of Contents The Fast Track Networking Approach Focus on Decision Makers Referral Interviews Establish Rapport Acquire Advice and Reaction to Product, Market, Fit Extend Your Network Be Remembered Favorably and Actively What is a Successful Informational Interview? Visualize the Successful Informational Interview Your Positioning Statement

3 3 3 5 5 5 5 6 6 7

Before the Informational Interview Impression Management The ‘Magic Pills’ of an Interview Appearance Using Your Voice Public Speaking and Message Content Locating the Company What to Take to the Interview Read the Interview Environment To Sit or Stand

8 9 10 11 14 15 16 17 17 18

The Purpose of the Informational Interview Informational and Referral Meetings Develop Contact and Target Lists List of Target Companies

18 20 20 22

Getting Results During the Informational Interview Elevator Speech Sample Elevator Speech

23 23 24

Informational Interview Agenda Informational Interview Questions Career Search Networking Goals Defined

26 26 28

Campaign Methodology Rules of the Job Hunt Game Brainstorming Exercise The Four Steps The Approach Appointment-Setting Phone Call

30 31 31 32 32 32

The 5 – R’s

Informational Interview Closing and Analysis

Follow up Thank You Letter Sample Thank You Letter

40 41

The Fast Track Networking Approach The Fast Track networking approach is designed to create a set of contacts that generates both information and support. It links you with people who can help you now and whom you can help later. The network can begin with people you know, such as friends, relatives, and professional associates. You can then expand your network to include individuals in your specific career area whom you don’t know at the present time. A well-organized networking campaign will result in building a large network of individuals, many of whom will literally become your eyes and ears for information, advice, and job leads. Rather than get a job by responding to a formal job announcement (in print or internet), you’ll land a job through your personal networking activities – perhaps before a job is ever announced or published. Your networking activities result in referral interviews that lead to job interviews and offers. Networking and referral interviews are somewhat controversial job search methods. Many people believe that decision makers are too busy to meet with job seekers and they have little interest in being helpful. They also believe requesting advice and information is “using” others for selfish reasons. These beliefs are false and are developed in our formative years by a culture that tends to demand we “stand on our own two feet.” Some individuals even consider a request for assistance as a weakness. While you may feel that way initially, as you gather information and build your network, you will have opportunities, in turn, to be helpful to those you interview. The reality is that our society has become more sophisticated, complex, and competitive, to the extent that it is virtually impossible for anyone to live and work effectively without the help and support of others. It is therefore imperative that we seek help from others as we need it, and at the same time, be willing to give help to others as they need it. Over time, your network will become a much needed tool that allows you to gain invaluable support and information. It also allows you to return that support via people who will approach you in your new position. Focus on Decision Makers When networking in your career field, target only people in the company who have the power to hire you and create positions. These people are called “decision makers” and can be in any level of the company. Consider for a moment the typical business manager. At almost any time, he/she has some problem which probably can only be solved by replacing or adding an employee. Since replacing or finding a new employee is both time consuming and costly, it’s the kind of problem the manager will often postpone. Instead, the manager will solve other more immediate and easily resolved problems. Often these personnel problems are not shared with others in the company. Only the manager is aware of future staff needs or of dissatisfaction with a staff member. Therefore, whenever you have an opportunity to meet privately with a “decision maker” to discuss a job function or a particular career path, it is likely that your discussion will stimulate reflection on immediate and future needs. You have no way of knowing whether an executive has plans for staff changes of additions. But you can be reasonably certain your discussions will cause the executive to evaluate you in light of those organizational needs. Meetings with decision makers, therefore, represent the greatest possible resource for positions that can, and probably will, be filled without any real competition from others. Further, these meetings allow you to avoid the highly competitive and frustrating avenues provided by newspaper advertisements, Internet job searching, and employment agencies. Informational Interviews The job market is not an impersonal conglomerate of machines and statistics, but a vast network of interrelating human beings. How quickly and efficiently you find the right position and move ahead in your career is directly

proportional to your understanding and application of certain basic principles of human nature. Here are four which are fundamental to a productive marketing campaign: 1. 2. 3. 4.

People like to say “yes;” they dislike being put into the negative position of rejecting you. People like and need honest recognition. People like to give advice; asking a person’s advice is granting that person recognition. People prefer to be approached gradually; they dislike being put under pressure.

The most important tool for navigating in this vast people network is built on these very points. We call it the informational interview. You are in an informational interview whenever you are not being interviewed for a specific job. The informational interview is a purposeful discussion with another person about your career. Thus, it is very different form the job interview. It is an excellent way to obtain information and to make contacts and, when implemented correctly, will lead to job interviews. Your understanding of the purpose and technique of the informational approach is going to be one of the most important tools in your job search. The experiences of thousands of job seekers and the results of numerous national research projects have shown that the quickest way to get a job is to never ask for one. That’s right. Never ask for a job when you are on a referral interview. First, it is unlikely that when you ask a person for a job, there will be a job open at that time, or that the interviewer will know where such a job exists. So, chances are that you will get a negative answer. Secondly, when you ask for a job, you are almost always putting the individual in a negative posture of saying “no” or turning you down. This will make the interviewer uncomfortable, and the more uncomfortable another person feels, the quicker the person will want to forget you. This is just the opposite of what you are trying to achieve. You are certainly not trying to hide the fact that you are looking for a job. In fact, you are on a very active marketing campaign with the specific purpose of finding the right position, and it is important that this is absolutely clear. However, you are only being realistic when you assume that individuals will not have, or know of, and opening at the exact time you are talking to them. When you ask for a job, you put individuals under pressure. When you make it clear that you do not expect them to have a job opening, or to know of one, you take the pressure off them; they become more willing to listen to you and to remember you favorably. The informational interview is closely akin to a business meeting. Since you’ve called the meeting, you must provide the agenda. Likewise, it is incumbent on you to define the parameters, expectations, and goals; facilitate the process toward your objective; and conclude with either a specific next step or a well-defined end. You should also consider the informational interview as a process. Though there are specific stages that all referral interviews pass through, each individual interview should be geared to the particular person you are speaking with. Remember, unlike a job interview, in an informational interview, you are the interviewer and the person to whom you are speaking is the interviewee. As such, each referral interview – as each individual baseball game – should subtly and acutely different from all those that come before and all those that follow: 1. 2. 3. 4. 5.

Establish rapport Get information Get advice and reaction to product, market, fit. Extend your contact network. Be remembered favorably and actively.

Establish Rapport In establishing rapport, you need to get to know the people you are interviewing. Let them know who you are and be certain they see you and your objective clearly. The best way to establish rapport is to express a genuine interest in them. In any encounter with another person, your attitude will be reflected to you by that person. It is not an issue of techniques, but of genuine, constructive attitudes. Get Information Think of the interviewee as a person with whom you are establishing a professional relationship. This is a very different view from the commonly held assumption that a “contact” is a person who can pull strings for you, who can give you a job, or who can find a job for you. These are the people who can share information with you and have accumulated more information than you have. The more information you can accumulate, the more knowledge you will have. Knowledge is power. The more you have, the more easily you will be able to navigate in the job market. Such information might include the latest developments in your field of interest, focusing on individuals, articles, and publications, problem areas in different parts of the market, professional associations, or salary ranges for particular positions in your geographic region. If you come out of your informational interview with more information than you went in with, you have had a successful informational interview. Acquire Advice and reaction to Product, Market, and Fit You need advice on, and reaction to, the way you conduct your marketing campaign. Job seeking is an area in which there are few experts. Comments and suggestions regarding your approach and presentation will help you improve your interviewing effectiveness. Remember, when you are sincere in asking for advice, you acknowledge the other person’s expertise. Such recognition is generally well received and will prompt the individual to want to help you. Extend Your Contact Network You continue building your contact network when you ask for one or more referrals. The person you are talking with is now part of your personal contact network. When interviewees have understood who you are, what you can do, and where you are going, they will want to help you get there. In almost every case, you will come out of the interview with names of one or more people to contact. An exception may be when an interviewee wants to consider you for a position within their organization. Be Remembered Favorably and Actively Ask for permission to keep the interviewee informed about your progress. This will not only be given; it will be appreciated. Every interviewee, having become part of your contact network, now has a stake in your success. Everyone feels good about contributing to someone else’s achievement. Over time, other thoughts and ideas will come provided you have established positive rapport with them. If you have established the other four purposes, you will have little difficulty being remembered favorably; but just to make sure, you will write a thank-you letter within 24 hours after the informational interview.

When you have had some practice, you will discover that the informational interview approach will put you far ahead of most other job seekers. You will have interviews with people you never expected to contact. Your job search will progress in relation to the effectiveness of your referral interviews.

What is a Successful Informational Interview? A successful informational interview is not a random, off-the-cuff conversation. A successful informational interview is carefully planned so that the other person dispenses key information within the framework of your questions. It supports one of the key tenants of great informational interviews – to give and get information and to get the other persons perspective and advice on the industry and on you. This is a dialogue, not a monologue, conducted on the basis of mutual respect. You respect their time and consideration of you, and they respect the opportunity to understand your talent, skills and desire. The outcome of a successful informational interview lies with you. You have about one hour to get your core message across convincingly. Some tips for a successful interview include:     

A positive career attitude A willingness to learn and understand Demonstrate your competency That you are compatible (you can fit in this culture) Develop chemistry (you can work within this team)

Your ability to use the power of information - about yourself and finding out what you need to know about the company are critical. You never leave an informational interview without learning the top two or three problems facing that company. Visualize a Successful Informational Interview There is a French proverb that says, "nothing breeds success like success." Take a moment to think about what it feels like to be "in the zone" in an informational interview. From the very beginning of the informational interview everything is going your way. Your smile, appearance, handshake, and presence are right on target. You are asking the right questions and sharing the right stories. Your stories easily connect your values, skills, experiences, and motivators to every situation presented. Their body language and verbal comments all seem to indicate that you are saying and doing the right things. As the interview ends, you ask your closing questions and it is clear you are the solution to their problems. By the time you get home there is a voice mail with a job offer.

This is the ultimate informational interviewing experience! Now, think back to what made the interview a success your preparation. In order to visualize success, you have to be prepared psychologically, physically, and intellectually. This means you have a game plan that ensures success in the informational interview. By practicing, you learn how to respond to any question with an accomplishment statement that demonstrates your ability to do the job. Every discussion with hiring managers should be considered an interview. Your role in the discussion is to learn about their needs and position your skills, talents and experience as a solution to the challenges they face in their organizations. Your Positioning Statement In order to get the information you want, you have to articulate what you want. The positioning statement does that for you. It provides a vivid and clear picture of exactly who you are and what you can offer an employer. This statement will serve as the opening, or closing comment, about your abilities during an informational interview. Essentially, it answers the request to "tell me about yourself." Example: I am human resources professional with experience as a generalist and in the recruiting arena. The past two years I’ve been the manager of college recruitment for a Fortune 500 company. I’ve participated on a team responsible for developing an orientation program for new employees. My strengths include designing orientation programs, marketing research and fluency in Spanish. The positioning statement must be concise and communicated in less than two minutes. It should associate you with a profession, focus on your skills, reference organizations where you have worked or want to work in; and tell your unique strengths. Develop your positioning statement: _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ _____________________________________________________________________________________________ ____________________________________________________________________________________________

Once you have mastered your positioning statement and have done your "homework" on the company, you will be able to add information that clearly differentiates you from other people. For example: I am human resources professional with experience as a generalist and in the recruiting arena. The past two years I’ve been the manager of college recruitment for a Fortune 500 company. I’ve participated on a team responsible for developing an orientation program for new employees. My strengths include designing orientation programs, marketing research and fluency in Spanish. It sounds like your company is looking to develop a college relations component to add your human resources department. My experiences, both academically and professionally, are a good match for your current needs. My strengths include designing orientation programs, marketing research and fluency in Spanish. I noticed your company has experienced rapid and sustained growth over the last ten years, including the opening of offices in

Mexico and Spain. I would welcome the opportunity to work for an international company where I could contribute to your growth. Remember, you want to be able to deliver this commercial about yourself in less than two minutes. In order to do that you will have to write it down and practice - practice - practice until it comes out naturally and unrehearsed. Note: In these two examples, there are too many personal pronouns. (I, my, etc.) When we speak, we need to eliminate as many of the personal pronouns as possible. Mom always said she wanted to hear good things about you but wanted to hear them from other people, not you. Before the Informational Interview It is important to start preparing for the informational interview several days before it actually occurs. The more you practice every detail, the more relaxed and confident you will be in the real setting. The first thing to do is research the company and collect as much pertinent information as possible. Obtain any documents that will help you learn about the company, such as an annual report, a prospectus, or a company newsletter. If you are meeting with a particular department or division, ask for information specific to that area. Other information links will be, but are not limited to:     

Company websites Business newspapers, periodicals, and magazines A brochure from a competitor Professional organizations and industry associations Talking to people who work for the company

Other information you should have includes: Product Line(s)      

Major products, brand names, and/or services What products or services are in the greatest demand New technologies impacting the industry Basic trends and areas of growth in the industry Standing in the industry Major competitors

Financial Health    

How the company is doing? Is the company growing? Is the company in the midst of layoffs or cutbacks? Does the company have a history of layoffs?

Corporate Data   

Chief Executive Officer's or President's name Key positions and organizational structure Location of corporate headquarters or parent company

Remember to access on-line databases that will provide you with pertinent company information:         

Hoover's Dun and Bradstreet 411 Stocks Reference USA Market Guide (company financials) Vault Reports (industry reports) WetFeet.com (company information) Yahoo! Industry News Industry Research Desk

The more information you have, the easier it will be for you to identify the areas of the company to which you can add value. If you can talk to someone who works for the company or has worked for the company, try to find out what challenges face the person who could hire you. You will be in a better position to explain how you could help solve a problem or add to a successful outcome for the challenge. Impression Management What do you have to do to make a good first impression? Perception is reality. Regardless of what impression you think you are giving, the other person's perception is what counts. If you want to be successful in your interactions with people, you have to display the right reality. Everyone you meet will form an impression of you. You have already demonstrated you competency with your resume and cover letter. Now, you have to match your appearance and body language to the perception of the interviewer. Interview stage chemistry, rapport and "fit" will determine whether or not you get the position. The person who creates the best sense of compatibility will be offered the job. How important are the words you use in conversation? How important is non-verbal communication? Communication is both verbal and non-verbal. In fact, what you say (verbal word choice) accounts for only 7% of communication. How you say the words (vocal tone, inflection, rate, volume, and pitch) accounts for 38% of the communication. You might be surprised to find out that 55% of communication is non-verbal. So, your posture, your walk, your facial expressions, body movements and gestures are very powerful. The non-verbal image and impression you make has to impart confidence and enthusiasm to the interviewer. This is why developing a positive career attitude is very important. Also, your physical actions will express your inner

character and emotions. To maintain good non-verbal communication, try to eliminate distractions, such as tugging on your clothing, chewing on a pen, jingling coins in your pockets or tapping/shaking your feet. From the moment you leave your car and enter the building for the interview, your image has to say power and your impression has to charm and capture everyone you encounter. The "Magic Pills" of an Interview The research team of Dimitrius and Mazzarella termed the phrase "magic pills." Magic pills are a number of impression management techniques you want to incorporate into your everyday routine of communicating with people. Dimitrius and Mazarella state, "don't worry about overdoing them. Be concerned that you use them enough." These magic pills are eye contact, smiling, handshaking, greeting, posture and appearance. Eye Contact Eye contact accounts for the majority of non-verbal facial messages you send. Good eye contact enhances communication, helps build rapport, and increases the level of disclosure in the conversations. A study on eye contact and interviewing found that eye contact by the interviewer increased the candidates' responses and amount of information shared. The converse was true, too. The level of eye contact by the candidate increased the amount of response from the interviewer. Good eye contact involves looking at the speaker, moderate eye movement and blinking, relaxed facial expressions, and maintaining contact about 60-70% of the time. Smiling Think of your smile as one of your accessories. It has to accentuate the positive. If you connect your smile to appropriate movements and gestures, you will enhance your sense of openness, honesty and trustworthiness. However, be careful not to smile too much. The smile is a natural emotional response to something pleasurable. You want the interviewers to have a positive emotional response to you. Research indicates that the best results come when you intersperse a reassuring smile with your message. Handshake and Greeting The best way to literally connect with someone is to shake his or her hand. It is a sign of friendship, and it is the only time we automatically accept physical contact from a stranger. The handshake creates an emotional bond and allows you to enter into someone's personal space. Because a handshake is expected, we are at ease when the other person accepts our greeting. Be sure that your grip is firm but comfortable (don't be a limp noodle and don't be a vice grip). You need to have a good grasp of the other person's hand. Your palm should touch the other person's palm; your ring and pinkie finger should curl under the bottom of the other person's hand - to hold and lift as you shake. Pay attention to your posture, motion, and length of the handshake. You should be at a comfortable distance from the person, using good posture. It is acceptable to have three to five up and down motions. Be sure not to jerk the person's arm. A good handshake lasts long enough for you to get a good grip and grasp while verbalizing your greeting.

Call the person by name. Speak when you shake their hand. The first and last words that we speak are often remembered the most. Therefore, connect your handshake with good opening and closing remarks. Maintain good eye contact. Posture The best body posture for conveying confidence, leadership, competency, and chemistry involves holding your head upright, having your chest out and keeping your shoulders back. Good posture also involves standing on the balls of your feet. This will keep you leaning forward slightly. That demonstrates interest in the speaker, energy, and attentiveness. Finally, good posture involves the way you walk. Do not strut as if you are in a shopping mall or schoolyard with your friends. Keep your walk to a medium pace and do not drag your feet. Appearance Dress for success! To create the desired impression, you have to dress and look the part. People will form their first impression of you in 7 to 30 seconds. Most interviewers know if they will hire you within the first five minutes! Obviously, you need to give careful thought to your appearance. While you may be tempted to dress in the latest fashions and styles, you must be careful to remain professional in your appearance. Your task is to make a favorable impression so that you can market, advertise and sell your skills to the best possible company. Since perception is reality, your goal is to be perceived as the most appropriate candidate for the position. Impressions count. Consider the "12 x 12 x 12 Rule:"   

People judge you first from 12 feet away; Then they judge you from 12 inches away; and Then they judge you based on the first 12 words out of your mouth.

Based on this theory you can see how appearance, body language, and public speaking are connected to success. Though I shouldn’t have to mention dress, accepted business appearance for men and woman is outlined below: Men Hair    

Short, conservative cut, styled to compliment the shape of your face; no tails, colors, braids, twists, or mullets Neatly combed, clean, not too "greasy" A clean shaven face is preferred in most offices If you have a beard, mustache, sideburns or a goatee, consider shaving if for the job search or be sure to keep it clean and well-trimmed

Suits  

Choose natural fibers and fabric that is appropriate for the office Make sure the jacket is long enough and the inside lining does not hang below the jacket

     

Remember to cut the tags and threads off of new coats and slacks Make sure there is ample room in the shoulders, back, and sleeves Have the suit dry-cleaned before the interview Dark blue or gray are the best colors; if the suit has a pattern or pinstripes, it should be discreet Slacks should have a slight break in the front Clothing should fit smoothly with no pockets flapping or bowing

Shirts     

Freshly pressed solid or pinstripes only White is preferred; light blue and French blue are acceptable Always wear long sleeves with a suit Make sure the collar lays nicely in the suit Cuffs should show about 1/4 inch below the sleeve of the jacket

       

Ties should pull the look together and complement the entire outfit Silk; 2 1/2 to 3 1/2 inches wide No bow ties Not too loud or too bright No novelty ties Choose a tie with a small pattern: dots, stripes, foulards, geometric patterns Your tie should end at the middle or bottom of your belt buckle The weight of the fabrics you wear should be consistent and appropriate for the season

 

Black, brown, or cordovan color shoes Shoes should be comfortable, well-polished and heeled so you are not leaning to the side

    

Gold or silver watch with a band of the same color or leather No gimmicky or sport watches School rings are appropriate; no chunky or flashy rings No chains or bracelets No earrings

Ties

Shoes

Jewelry

Eyeglasses or Contact Lenses    

Frames should be in one of your best neutral colors and complimentary to your face Make sure the lenses are not too large or too small; you should be able to see the whole eye No sunglasses Wear contact lenses that are clear or slightly tinted

Accessories       

Wear a quality leather belt 1 to 1 1/2 inches wide, the same color as your shoes, shows no sign of wear and has a discreet gold or silver buckle If you have a designer belt, remove the leather tag Do not belt your pants below the stomach After shave or cologne, should be light or none at all Make sure your wallet is not causing your pocket to bulge Wear dark socks that are over-the-calf so your skin does not show when you sit down No earrings!

Avoid  

Short sleeved shirts, light colored suits, and undershirts with prints or designs Nose rings, lip and tongue piercings Women

Hair, Makeup and Nails    

Hair should be neat, conservative, and professional; no multicolor, extensions or large clips Keep your hair off your face - you do not want your hair distracting you or the interviewer Makeup should be simple, soft and match the colors of your clothing Nails should be manicured with light or clear polish - no designs

Suits, Dresses and Skirts       

Business skirt suits and/or pantsuits are acceptable Dark colors such as black, navy, gray or neutral suits are best Skirts and dresses with coordinated jackets are acceptable Complementary solid color blouse is recommended - white, cream, pastel - not too revealing Your dress or skirt should cover the knee when seated Have the suit dry cleaned before the interview Clothing should fit smoothly and be free of loose threads or hems

  

Medium heeled leather pumps (black, brown); no sling back or open toe shoes Heels should be no higher than 1 to 2 inches Always wear panty hose or knee highs (even in the summer) that match your shoes and outfit

Shoes

Jewelry and Accessories    

Simple earrings (one per ear), not dangling A conservative jewelry that is not noisy or distracting One bracelet One ring per hand

 

Carry a small purse Your perfume should be light or none at all

Eyeglasses or Contact Lenses    

 

Showing your eyebrow, tongue, lip, nose or navel piercings, tattoos or cleavage Runs in nylons

Avoid

Using Your Voice Since 38% of communication is vocal- what you convey through your tone, volume, pitch, and rate of speech influences the success of your conversation. People who are thought of as "great communicators" use their voice to capture and engage the audience. During an informational interview, your voice has to be strong and filled with energy. Ask yourself, "what picture does my voice paint?" You want to have a vocal style that conveys enthusiasm, competence, and selfassurance. The Greek physician Galen once said, "The voice is the mirror to the soul." This is one of the reasons why it is necessary to practice your questions and responses - you want them to be natural and sincere. As you are speaking, make sure you are conveying the appropriate emotions with your voice. Good listening will help you determine the appropriate vocal tone to use. Think about how others hear your voice. Are you too loud? Do you talk too fast or too slow? Is your voice soft? It is high pitched? You have to think about the message you want to get to the other person; what is the best volume, tone, pitch, and pace to use for you? The interview is a dialogue between you and the interviewer - you want to make sure you are understood. When we get nervous, we usually talk at a faster pace. The best defense for nervousness is to practice being comfortable with your questions and answers. Things about your voice to consider during an interview:     

Speak clearly; do not mumble Do not talk with your hand by your mouth Do not whine Try not to give a pretentious vocal quality - too arrogant A void expressions such as "like" and "you know" and too many "ums" and "aahs"

If there are words that you know are difficult for you, practice them before the informational interview. Use a dictionary or thesaurus to find words that will add to your vocabulary. Another trick is simply to define the word in a sentence (as part of your success story). Do not try to come up with an "interview voice." If you are an allergy sufferer or have chronic laryngitis, try to rest yourself before the informational interview. If offered a glass of water you may want to accept. Learn to Listen Since 55% of communication is non-verbal, we need to hear and process what people are saying in a conversation. Listening is both an art and an acquired skill. The key to being an effective listener comes from creating an environment where people are comfortable enough to tell you what you need to hear and know. Active listening will alert you to the needs and wants of the person you are meeting; it gives you the opportunity to adjust your success stories. The more information you collect about the employers' needs, the better you can link your accomplishments to their needs. You can demonstrate strong listening skills by:           

Showing you have heard their message. Paraphrase their comments or give an example of your accomplishments that illustrate their points Hearing and feeling their emotions Not interrupting Not arguing, putting down or patronizing Standing or sitting close without invading their space - positioning yourself to receive information Getting rid of distractions Actively participating, but not being too intense Being responsive and direct Maintaining your objectivity Prompting others to talk and encouraging others to listen Giving an appropriate amount of self-disclosure to develop a sense of familiarity.

Public Speaking and Message Content If you have not taken a public speaking class, you should. Research indicates that over 90% of people list public speaking as one of their worst fears. If you cannot communicate the correct message about yourself, you will not be hired. The heart of public speaking is delivering a message that is heard and understood by the listener. Your message has to be understood. To do that, you have to:        

Use language that is appropriate for the audience. Make sure your language reflects kind, expressive, positive, and politically correct words. Use humor that will enhance and is appropriate to your message. It should not be cruel, silly, or selfdepreciating. Be liberal with your compliments. Use proper English (never assume street slang is appropriate). Articulate, pronounce and enunciate your words correctly. If there are newer vocabulary words you want to use, practice them. Try to deliver your message in a series of small sound bites. Repeat the messages to emphasize the point.

Do not:           

Tell a lie. Use profanity. Use slang, such as "my bad", "dude", "peace out," "yo," "hey" or "whazzup." Use words that you cannot explain or try to sound too intelligent. Try to show off. Overuse clichés. Let your answer be "I don't know" or "maybe." Speak in a defensive manner. Exaggerate your accomplishments. Say non-words - "um," or "uh." Use filler words such as - "sorta," "you know," "like," or "see what I'm saying."

Responses to questions will typically be about a minute or two. You have to be concise, capture the attention of the person (the listener) and use accomplishment stories. Locating the Company Do not assume you know where the company is located or how long it will take you to get there. The day before your interview, take a drive or ride a bus/train/cab to the company. Check the address - you do not want to go to the wrong location if the company has more than one facility in your city. The practice drive to the location will allow you to gauge your time appropriately you want to arrive about ten to fifteen minutes early. Check for any road construction or traffic concerns that could slow your time of arrival. Find the correct location for visitor parking. If you arrive more than fifteen minutes early, wait in your car. This will give you time to relax and compose yourself before the interview. Have an interview "repair kit" to handle unexpected situations such as mud on your shoes, a stain on your clothing, a run in your pantyhose, or developing heartburn. Before the interview starts, hang up your coat and use the restroom. You want to use every moment of the informational interview to learn about them and understand their needs, not squirm because you didn’t use the restroom. The first person you encounter will most likely be a receptionist or administrative assistant. Greet everyone you meet with a friendly smile and respect. The have a great deal of organizational power and you want to keep this person on your side. Research indicates that two-thirds of bosses say that the opinions of their receptionist or administrative assistants influence them. If the informational interview is at a restaurant or if you end up in one during the course of the informational interview, order a light meal that is easy and fast to eat. You want to spend your time talking, not chewing.

What to Take to the Informational Interview You want to appear as professional as possible – leave your gym bag, backpack, or book bag in your car or at home. Bring a portfolio that includes copies of your resume and biography, reference list (only present this if asked) and work samples if appropriate. Portfolio and work samples can be especially important for journalism, public relations, advertising and communication occupations. People respond well to visual images. If you have a pager or cellular phone, leave it in your car. Bring a pen, notebook and calendar with you. Ask if it is appropriate to "take notes" during the informational interview; be sure to record names or dates for any follow-up interviews, appointments and thank you letters. Read the Interview Environment As you enter the building for the interview, pay attention to the style of decoration and any item that brings personality to the building and organization. For example, there is an insurance company whose building is designed like a ship. The company website describes the history of the design and how it fits into the company philosophy. Using this knowledge in the informational interview will impress the person by showing that you did your homework. Moreover, you want to pay attention to items that give an office or a department its personality. Office layout, neatness and location can provide a great deal of information about the personality of the person you are meeting. Windows, doors, noise and aesthetics will all play a part of your forming an impression of the company. Office props refer to what you actually see in the office space. What you see will tell you about the interviewer's personality, likes, hobbies, and interests.      

Are there photos/posters on the desk or on the wall? Calendar. Is it updated? What is its theme? What type of reading material is in the office? Is there any artwork - statues, trophies, vases? What are the desktop items? Are there any plants or flowers? What condition are they in?

Your senses will also help you have a successful informational interview.         

Listen for opportunities to gain available information Listen for the appropriate time to share information. Listen for distractions (do not talk if you cannot be heard) such as passing trains, clock bells, public address announcements or lawn mowers/snow blowers. Listen for music playing in the background Look for items to use as conversation tools for rapport building (college logos, a book, a statue or picture). Look at who is in the room. How are they dressed? Where are they sitting? Do they look engaged and approachable? Look for non-verbal signs of positive acknowledgment to your responses. Be aware of the interviewer(s) response to touch - handshake. What does the office smell like?

Be aware that the informational interview might take place in an open area, small office, or large conference room. As you are escorted to the interview room or area, pay attention to the environment. Consider anything that could be a distraction (copy machine, elevator, walking traffic) and adjust your presentation accordingly. To Sit or Stand, That is the Question When you enter the interview room, do not immediately sit down. Take a quick snapshot of the room and see how the room is set up. This one-on-one encounter establishes rapport and a good first impression. Wait until you are asked to be seated before you sit. Make a natural attempt to sit at the head of the table. This is the power position; you want to have some control in the informational interview. Notice the type of chair you are sitting in. If it is a regular desk chair, adjust the chair so that you can sit comfortably at the table (you may take notes) and adjust the back of the chair or sit on the edge so you are sitting straight up and not leaning back. Make every effort not to lean back. If you are asked to sit on an oversized chair or couch, the best thing to do is position yourself on the front edge. Sitting all the way back will make it difficult for you to get up. If you are standing, position yourself so that you can be seen and heard. Use your body language to show that you are "open" and approachable. Keeping an open body language means standing straight, hands out of your pockets, smiling, good eye contact with facial expressions that convey the right emotion. Be mindful of invading others' personal space (stand about two feet from others). These behaviors will enhance your image, create the appropriate emotional contact and ensure a safe psychological distance. More important, you demonstrate a sense of trustworthiness and honesty. The Purpose of the Informational Interview The overall purpose of your Career Campaign is to find the Hiring Decision Maker who has the unique set of problems you want to solve. The most powerful tool in that quest is the informational interview. Every informational interview has six specific purposes: 1.

To establish a professional relationship/credibility with the interviewee. Rest assured, you must achieve this purpose in order to achieve the rest. Your approach letter opened the door; it is now up to you to establish yourself as a professional worthy of time and advice. Present yourself professionally. Know enough about the person you are meeting with to initiate a comfortable discussion on a topic of mutual interest. Reiterate the fact that you are prepared, and prove it with a clear agenda and list of questions. Show genuine interest in your interviewee. This is not a time to be phony; only sincerity and honesty will establish the credibility you need.

To give and get information. In order to get advice worth having, you must give enough information about yourself. Too little information will yield worthless advice; too much fails to honor the other person's time and patience. Your two minute introduction will serve you well to achieve this purpose, and your Strategist will work with you on the finer points of information-gathering. The most valuable information you can gather is some insight on the problems or concerns your interviewee is dealing with, or who he/she knows with problems like the ones you love to solve. Focus your questions in these areas.

To get advice. Remember, giving advice is a satisfying experience. Being asked for advice is even better. Acknowledge your interviewee's expertise by asking for their advice on your objective, your skills, and your potential, as well as the job market, new local business trends, etc. Organize your questions before you go, and ask them as the conversation permits. Don't turn the meeting into an inquisition; listen as much as you talk, and let the conversation develop naturally. Take notes as you go -you will need them later.

To advance your search with referrals and/or new information. A new referral takes you one step closer to your goal. New information may do the same, or it may help you fine-tune your objective, or your goal, or your approach. Either way, you have made progress!

To engage the other person in your search and make them part of your success. It is human nature to want to be on a winning team. Once you have enrolled someone in your process, they will want to participate actively. Tell them clearly how they can help. Assure them that you will follow their advice and keep them posted on your progress. Let them know how much their advice means to you, and how much they have helped you.

To be remembered both favorably and actively. Ask for permission to keep the interviewee informed of your progress. It will not only be a given—it will be appreciated. This person now has a stake in your success, and everyone feels good about contributing to someone else’s success.

In time, other thoughts and ideas will occur to the interviewee, and he/she will want to share them with you if you have established a positive rapport. And if you have accomplished the five other purposes of the informational interview, you will have little difficulty in being remembered favorably. To ensure this, white a thank you letter promptly after the interview. To be remembered actively, keep in touch with your interviewee. Send articles of interest to his/her attention, approach him/her warmly at professional meetings, and let them know when you meet with his/her referrals and how helpful those referrals were. With practice, the informational interview approach will put you far ahead of other career seekers. And with informational interviews, you can meet people you would have never otherwise met. Your progress in your marketing campaign will be directly influenced by your effectiveness in accomplishing the six purposes of the informational interview: 

To Establish Rapport



To Give and Receive Information



To Get Advice, Comments, and Suggestions



To Get Referrals and/or Information to Advance Your Search



Engage the other Person in Your Search



To be Remembered Favorably and Actively

Informational and Referral Meetings Informational / referral meetings are the primary vehicles you will use in your marketing campaign. They provide a method of career exploration and a way of discovering jobs that are not publically advertised. Indeed, it is estimated that up to 75% of all jobs are not publicly advertised. Through informational and referral meetings, you will be able to break into the “hidden job market” which has a wealth of career opportunities and very little competition. Let’s start by defining this interviewing technique. Informational meetings take on two distinct forms: the “direct contact” informational meeting and referral meeting. An informational meeting is with someone you do not know. The individual’s name will probably come from your research through a corporate report, newspaper article, reference book or the Internet. Conversely, the referral meeting is with someone you know, or someone you have previously met has recommended him or her to you. Both of you have a mutual acquaintance and possibly something in common. The techniques used in conducting referral meetings are identical to those used in informational meetings. Remember, informational and referral meetings are not job interviews. The basic rule of thumb is this: “If you are not on a job interview for a specific position, then you are in an informational meeting.” If you confuse these interviews with job interviews, your approach makes your interviewee uncomfortable – you’re asking for a job rather than requesting information and advice. In order to effectively put the referral approach into practice, you need to go through five steps or phases: 1. 2. 3. 4. 5.

Develop contact and target lists. Write approach letters (optional for some people) Make follow-up calls Conduct referral interviews Send thank-you letters and follow-up

Develop Contact and Target Lists You should begin the networking process by developing two important lists for initiating informational and referral meetings: 1. 2.

People you already know who can function as primary contacts for advice and information. This list should include at least 25 people but may include over 100 names. Industries and companies you wish to target. Identify at least ten companies you are interested in investigating.

Start by listing individuals, industries, and companies who you know that might be able to give you information and advice:

Primary Contacts for Advice and Information (People I know) Former Employers

Bankers / Financial Consultants

Accountants

Lawyers

Business Executives / Owners

Past Business Associates

Clergy

Political / Civic Leaders

College Professors, Deans, and Presidents

College Alumni

Sales People

Doctors, Dentists, etc.

Business Consultants

Financial Planners, Real Estate Professionals

Friends, Relatives

Associations

Professional Organizations

Others

List of Target Companies Prepare a list of target companies in which you would seek possible employment. To acquire information on a particular company of interest, ask for a corporate annual report or other documents from the company and do library research with periodicals, newspapers, publications, Internet, etc. Compile basic information on each company as follows: Company: __________________________________________________________________ Industry: __________________________________________________________________ Executive Contact: ____________________________ Phone: ( ___ ) ___ - ________ Address: __________________________________________________________________ Company: __________________________________________________________________ Industry: __________________________________________________________________ Executive Contact: ____________________________ Phone: ( ___ ) ___ - ________ Address: __________________________________________________________________ Company: __________________________________________________________________ Industry: __________________________________________________________________ Executive Contact: ____________________________ Phone: ( ___ ) ___ - ________ Address: __________________________________________________________________ Company: __________________________________________________________________ Industry: __________________________________________________________________ Executive Contact: ____________________________ Phone: ( ___ ) ___ - ________ Address: __________________________________________________________________

Company: __________________________________________________________________ Industry: __________________________________________________________________ Executive Contact: ____________________________ Phone: ( ___ ) ___ - ________ Address: __________________________________________________________________ Company: __________________________________________________________________ Industry: __________________________________________________________________ Executive Contact: ____________________________ Phone: ( ___ ) ___ - ________ Address: __________________________________________________________________ Company: __________________________________________________________________ Industry: __________________________________________________________________ Executive Contact: ____________________________ Phone: ( ___ ) ___ - ________ Address: __________________________________________________________________ Getting Results during the Informational Interview One way to get the results you want from the informational interview is to understand how the interview is set up. The typical interview has four components:    

Opening, rapport building, and agenda setting Chemistry building and giving information about yourself (your positioning statement) Interview questions, organizational fit and asking questions of the interviewer Closing

You can have a fair amount of control over this process as long as you have a strategy. That strategy needs to include being prepared, knowing what to expect, eliciting needs, presenting competencies and handling questions. During the opening, recognize the importance of building rapport. Greet the person in a friendly manner - make the most of that first contact - exchange pleasantries, share the right information, provide compliments and be gracious. Indicate why the employer is of special interest to you and let the interviewer know that you are pleased to have this opportunity to learn from them. Have some small talk topics ready to discuss. The second part of the informational interview is where you will spend the most time. This is where you ask questions and listen to their responses. What you want to convey is that your experience, skills and competencies match the needs of the organization. The closing section is a time for you to thank the person, and reaffirm your interest in them. Note: Do not chew gum or smoke cigarettes during an interview, even if someone else does. If you accept a soda, coffee, or a glass of water, make sure there is a place to set it down. Elevator Speech One of the most important elements of the Informational Interview process is your introduction, profile, 30 second introduction, or elevator speech.

Imagine walking up to a total stranger at a party and asking, "So, what do you think I should do for a living?" Based on the information you have provided, there is no way this person can provide you with any advice worth getting. It is no different in an informational interview. If you do not provide the basic information about yourself that is needed for someone to make a reasonable judgment about the questions you will be asking, you cannot possibly expect to get valuable advice in return. The profile is the vehicle you will use to convey information about you to the person you are interviewing. It must be concise, articulate, organized, and professional. It must include the following information: Your experience, or background; Maybe an example, in three sentence format, that highlights an accomplishment; Two or three industries that you are targeting; and One or two roles that you are exploring or validating. With this information, the person you are interviewing will know enough about you and your quest to assist you in a meaningful way. In order to honor his or her time and patience, you must be prepared to offer the information in a 30 second format. Understand that your profile will vary depending on who you are presenting it to, and where you are in your search. It can neither be read nor memorized. You will need to practice delivering this. You may make it 'generic', or you may ask someone close to you to role-play as a specific person. Sample Elevator Speech Thanks for taking time to see me today, I appreciate you willingness to share some information with me. It would probably be helpful if I told you a bit about me so that you have a frame of reference for my questions. I am a recent resident to the community having moved here from the Twin Cities three years ago. I have worked in a variety of industries from retail, to foodservice distribution; owned three of my own businesses been an elected official and the CEO of the third largest all bus transit system in the country. Skills such as change management, planning, team building, negotiation skills and the ability to take action; are important in my next role. Examples of my accomplishments are: Choose One: 1.

2. 3.

Changed the culture of a public agency to one that is customer focused by inundating the entire organization with the customersâ&#x20AC;&#x2122; voice, creating a new set of measurement matrices (Customer Satisfaction Index) and empowering employees to act in the best interest of the customer, resulting in three successive years of boarding increases to 68,000,000 trips annually after 40 successive years of decline. Negotiated a new labor contract for 2100 represented employees improving productivity 16% and reducing labor cost 4% or $2,000,000 annually. Managed the mergers of 6 acquired companies in the foodservice distribution industry meeting all financial and timetable goals.

The areas that I am targeting are service or manufacturing. Maybe even a role that has some government interface. The role that I see myself playing is that of a senior manager because I feel that my skills and experience align favorably with the various job descriptions that I have seen.

Maybe you could tell me how you became involved here? Notice how the introduction ended with a question to the other person. It is extremely important to engage the other person and get them talking early. First of all, it shows that you are interested in them and their story. Secondly, they begin to understand that they will be doing most of the talking. A good informational interview will follow the Career Works 10/50 rule: For each 60 minutes of conversation, you talk 10 minutes and they talk 50 minutes. Sometimes you will need a shorter introduction for group networking meetings. Next we’ll need to prepare a shorter introduction…………….. Some situations call for a shorter introduction. When you run into someone you know but haven’t seen for a long time, at the grocery store, outside the theatre, or wherever. In those situations, your introduction should answer these four questions:    

Who are you? What you do. What you’re looking for. How the listener can help.

And be delivered in a conversational way. This will ensure that your introduction is interesting, where people will immediately see value, and will beg questions from them to learn more about you and what you do. These conversation starters are especially helpful for people who can’t picture themselves as a “Networker.” On the next page, we will begin to “look under the hood” at an informational interview. An Informational interview is a technique that will get you in front of decision-makers and hiring managers. The focus here needs to be on the person you are meeting with and the problems they have. Most job-seekers make the mistake of believing that this is an opportunity to “sell themselves.” Nothing could be further from the truth. You have asked for time to learn about them and their problems; not tell them how great they are! Your job in an informational interview is to uncover the top two or three issues they have. They will figure out whether or not you might be the solution. If you leave an informational interview without knowing precisely what top two or three problems they have you have failed. The following page outlines the process by which an informational interview is effectively conducted. As you develop your informational interview skills, you will learn to add the SPIN technique. (Read Neil Rackham’s Spin Selling.) That is to say, that you will need to probe further based on how the respondent has answered your situational question. Continue to probe until you have determined (together) the cause of the problem. Then you can use the impact question to determine the cost of the problem and then onto the need question; “what if I could fix that for you?” The questions listed are very general and will need to be adapted to each person you meet with. This will take a great deal of practice but your proficiency will improve each time you have an informational interview.

Sample Informational Interview Agenda: Rapport Thank them for their time. Appropriate small talk, but DO NOT talk about family pictures you see! Profile Your elevator speech or introduction.

Ask Questions Funnel Approach Start with: Industry – Broad Company – Drilling Down Work Unit – Specific Problems

Ask for advice – Would someone with my skills be a match for this industry? Ask for referrals – If you were in my shoes, who else would you be talking to? Close – Thank them for their time and the information that they shared. Leave your résumé or better yet, ask if they would prefer an electronic copy. When they say yes, make sure you send it to them and ask if you can call back in a few days to get their feedback on your résumé. “Does it look like someone you might consider for a job?” or “Does it speak to the market we discussed?” Finally – Get permission to follow-up, “May I make you a part of my success by updating on my progress every several weeks?” When they agree, you now have their permission to send them a quick email about the progress you are making. Don’t forget to include another “Thank You” when you share the results of the meetings you had with the people they suggested you contact.

Informational Interview Questions It is important to focus the questions you ask in an informational interview. Remember that you are there for a reason; it is up to you to accomplish your goal. You will ask different questions at each informational interview, depending on whom you are talking with, where you are in your campaign, your relationship to the interviewee, etc. Here are some questions to get you thinking about the possibilities: Typical Informational Interview Question Format After you have delivered your introduction, engage the other person by asking: “Why don't you take a minute and tell me how you got started here.” This will turn the informational interview from a one dimensional to a

conversation. Why? Because people love to talk about themselves. Then begin asking questions. Remember your goal is to leave the interview knowing the top 2 – 3 problems the interviewee has. You should prepare a minimum of 25 questions for each informational interview. Industry questions I've done some research and found that (insert topic here), are you seeing the same challenges in the industry? Others? Why? In addition to those challenges, what other things (challenges) are you seeing? Are the same challenges facing your company? What steps are industry leaders taking to mitigate the effects of those market changes? With those challenges in mind, what skills are most important in the industry? Company Questions In your view, what does your company do better than any of your competitors? How do you see industry challenges (that you mentioned earlier) affecting your company in the next 1 - 3 years? What are the challenges you face, as a leader that concern you most? My Potential Questions Given those problem areas already discussed, what strengths and skills would fit in the industry? What do you see as roadblocks to succeed in this industry? How would you suggest someone prepare to overcome these obstacles? Target Questions What other industries do you feel might be worth a closer look? What types of periodicals, magazines or trade publications do you think would be helpful in my search? Referrals and Close If you were in my shoes, who else would you be talking to? (This is how we ask for referrals). We never ask directly for referrals. Why? The word ‘referral’ implies a level of responsibility that the other party may not be comfortable with yet. So we just ask for referrals in another, less threatening way. You’ve been very helpful to me today. Would you mind if I sent you a copy of my résumé? I’d be interested in your feedback. May I call you in three or four days to get your suggestions? We’re really not interested in their feedback or comments on our résumé. We’ve already have spent time preparing the perfect document. What we are interested in however, is asking if “we can call them in three or four days to get their feedback.” This gives us an opportunity to re-connect with them and they begin to be more comfortable with us.

Then we ask “Would you mind if I kept you updated on my search?” Again we are seeking their permission to stay connected with them. A quick email every 4-6 weeks will stimulate their memory of you through their inbox! This is an effective follow-up tool for the person who is comfortable with a less direct approach and for every jobseeker. Career Search Networking Goals Defined You will read a great deal about networking; what it is and how to use it in your career search. The first definition we need to get straight is that as a job seeker you are looking for connections, not contacts. Connections are deeper relationships with people and contacts are those people who just pass out and collect business cards. Those interested in contacts are not able to help you because they are interested in themselves, not you. People who are connectors look to help someone else first, to find out what is important to their conversation partner, and for each sixty (60) minutes of conversation, they’ll listen for fifty (50) minutes and talk for ten (10) minutes. (The 10/50 rule again). They believe they will be paid back later after a credible relationship has been established and they have demonstrated their value. Building relationships doesn’t happen overnight. It will take immense effort on your part to build new friendships and relationships. If less than fifteen (15) percent of job placement occur as a result of recruiters and less than fifteen (15) percent as a result of job postings (from Internet/Published markets), then the other seventy (70) percent comes as a result of building relationships or networking. The following diagram describes the five (5) levels of relationship building to move from where you want to be.

Relationship Formal Informal Contact Employed

Networking requires building stronger relationships with people you know, so that they feel comfortable introducing you to people they know. At the base of the ladder (Level One), you’re employed and you perceive networking as offering little if any value, “you’re just too busy.” The next level, the level most people associate with the word “networking,” is where you make an initial contact with someone. If this occurs at an event, it is typically accomplished with a business card. This exchange lasts about ten to fifteen minutes in the other persons mind. The third level is interaction, which is considered informal, and is usually accomplished with a phone call or email contact. This may last for twenty-four to forty-eight hours.

The fourth level is where networking begins to get interesting. This is more formalized and includes face-to-face meetings where each of you gets to know the other better. At the top of the ladder is the level five relationship—a friend for life or career. Relationships that reach this level end up as bonds represented by a strong understanding of each other’s backgrounds, strengths and leadership capabilities, at a personal level. The steps you take to move up the levels of the ladder are based on a progressive development of trust. For each person you network with, you need to make an investment of your time. The more you connect with someone, the greater the investment. Very few relationships will reach level five. But building trust and investing time in your network will help you create a more effective network for the future. Where to Begin Generally speaking there are two different venues considered to be the most prevalent; group and one-on-one. Group Most outplacement firms, job service offices, and chambers of commerce, conduct regular meetings for job seekers. The purpose of the meetings needs to expand your search by building relationships, exchange job leads, discover contacts at companies on your target list, and learn new job search strategies. Meetings like these can provide a great opportunity to “test drive” your approach, and they give you a non-threatening set of people to bounce your ideas off of. Another outcome can allay any fears you might have about competing for a job with someone you meet through this process. These meetings are not bad but you need to ask yourself, “Can anyone here hire me or further my search with connections?” If the answer to your question is “no,” then move on to find a more productive use of your time. One-on-One: Industry and Trade Organization Meetings These are meetings that are completely different from the networking meetings just discussed—and should be invested in heavily by job seekers. They are often attended by executives who are employed and are willing to talk to you. You know they’re willing to talk with you because they are out there networking—exactly what you’ll still be doing after you land your next job. You can gauge whether an organization is appropriate after the first meeting—just check the business cards you collected or the attendance roster. If there are peers or more senior executives attending and if the focus of the group is aligned with your career goals, then you’ve probably found a good organization to get involved with, during your search and after as well. If on the other hand, most of the cards you collect are administrative assistants for bookkeepers, you may want to leave after the rubber chicken is served and find an organization the is more relevant. Ranking your level two contacts A final note on group setting networking—you’ll need to be aware of the amount of time you’ll invest in this type of networking. At these gatherings, you can potentially meet dozens of people. Being the good soul that you are, you’d like to help as many of these people as you can. But if you’re focused on succeeding in your transition, you simply won’t have time to contact them—much less help each of them. Here’s a tip: when you meet someone, write a ranking on the back of their card. I rank people as 1’s, 2’s, or 3’s. 1’s are a great contact. Someone who is or was at a company you’ve targeted, or knows people you’d like to meet.

2’s are people for whom you might be able to provide some help, information or assistance. Maybe you worked for one of their target companies or identified a mutual friend. 3’s are everyone else. They might be people who work in different fields or they may live 150 miles away and would be difficult to follow-up with. Be nice to yourself. When you get home from the meeting, sort through the cards and throw away the 3’s! Don’t bother to reread the cards, just throw them away. The 1’s on the cards you collected is the beginning of your level 2 networking efforts and then striving to move them to level three and beyond. Campaign Methodology The Four Rules of Job Seekers Rule #1: We don't work for companies. We work for people. Rule #2: The person who will hire us will do so because we can solve his/her problems. He/she does not yet care about our problems or needs. Rule #3: People who hire people are always on the lookout for people who they feel comfortable with, who express an interest in them or their organization, who 'fit' into their culture. Rule #4: Our job as job seekers is to find that person who has the problems we want to solve. These Four Rules, working in tandem with the Three Basic Assumptions, explain why the Career Works system works. We work with human nature, never against it. The Three Basic Assumptions Assumption #1: Given the choice, people would always prefer to say 'yes' to a reasonable request than 'no'. Assumption #2: We honor people when we ask for their advice. Assumption #3: People prefer to be approached gradually. It is the combination of the Four Rules of Job Seekers and the Three Basic Assumptions that facilitate your success. The Rules of the Job-Hunt Game In this section, you will learn how to 'level the playing field' while looking for a job. Following certain basic rules will enable you to take and maintain control of the process and the result. Before you begin your search, you must take a good hard look at the product you are putting on the market. The competition is keen -How do you measure up? Check your attitude, your physical presentation, and your mindset. To be successful, you MUST be:

   

Focused Sincere Physically, mentally, and emotionally fit Courteous

Once you have these factors in order, it is necessary to go into the process committed to the following 'rules':         

Don't bother with shortcuts. Do it right. Don't ask for favors. Don't pull strings. Preserve your dignity. Maintain your integrity. Ask for advice. Don't delegate. Do your own work. Don't ask others to do for you what you can do for yourself. Always take the burden of action into your own hands. Keep the ball in your court. If you can't be positive, be silent. Never divulge salary history or goals to anyone, unless an offer is on the table AND there is a specific reason to do so that works to your benefit. Never accept or reject an offer when first presented. Listen to your inner voice.

Brainstorming Exercise In this exercise, you will learn how to begin your network. Building it can be as simple or as difficult as you choose to make it, but, like so many things in our lives, the first step is usually the most challenging. So let's consider all the people you may come in contact with in an average week: Barber or hairdresser Manicurist Pastor Insurance agent Real estate agent Friends at place of worship Friends at your children's school Children's teachers Mechanic Neighbors Friends at health club Friends at PTA meetings Fellow committee members Colleagues at volunteer activities Other Career Works clients Co-workers Your drycleaner Day care providers Parents of Your kids' friends' Who else can you think of?

The first question you want to ask yourself is this: Do I know what each of these people does for a living? Where

they work? Where their spouses work? Do they like their jobs? What do they think of the company they work for? Getting the answers to all of these questions could help you begin your network. The first step is awareness. Make a point of knowing whom you are talking to, what information they may be able to provide, etc. This is the beginning of your network. The Four Steps In order to execute the informational interview approach effectively, you must follow four steps: 1.

The approach letter (can be omitted and accomplished with the phone call, or preferably an introduction).

The appointment-setting phone call

The informational interview

The thank-you (or follow-up) letter

The Approach This letter explains to the reader why you are writing to him/her assures him/her that you are not asking for a job, establishes your credibility, requests a meeting, and tells the reader when you will call for an appointment. It is professional, straightforward, and concise. The Appointment-Setting Phone Call The sole purpose of this phone call is to set an appointment. Keep it short, conveying these things:     

Who you are Why you are calling What you are looking for (information and advice, not a job) You are requesting 15 – 20 minutes of their time Then give two date and time alternatives that work for you

Here is a sample script: Introduction: Good Morning. I am George Hunter. Joyce Murphy suggested that I speak with you because I am currently exploring a career in engineering. Reassure: Let me assure you that Joyce gave me no reason to believe that there is a suitable job in your organization or that you might know of one elsewhere. But Joyce did say that you might be helpful to me. My plan is to look/or a career in the field you are familiar with. Set Meeting: I am looking for 15 – 20 minutes of your time. I would be available next Tuesday afternoon or Friday morning. Which works best for you? Final Thoughts on the Informational Interview This interview is the backbone of your success. YOU are the interviewer, so it is up to you to prepare carefully for the meeting, set the agenda, keep the meeting on point, and prepare to participate in an intelligent, meaningful discussion.

Preparation for the informational interview is key. The first step must be to set a clear objective for the meeting. Why are you meeting with this specific person? (Be sure you share this bit of information with your interviewee as you begin the meeting!) What can he or she offer you that is unique? What do you plan to get out of the meeting? The answers to these questions will guide both your agenda and your questions. Keep your agenda simple -you may even share it with your interviewee before the meeting and write out the questions ahead of time that you believe will give you the information/ perspective/advice you seek. Be prepared to take notes on the answers you get. You will begin the interview by introducing yourself, and re-establishing your credibility. Your thirty second introduction (profile) is perfect for this purpose, followed by asking your interviewee to share their background. (Remember that this should be a conversation!) Use your research to generate appropriate questions, focus on your goal, take good notes, and remember that you networking with a purpose. Be clear about your career objective and your focus. Demonstrate your skills and areas of expertise by using your examples. Ask questions that relate to his/her world; then relate his responses to your world when asked. Remember to listen to the answers to your questions. If a response opens up a new avenue of discussion, don't ask the next question on your prepared list – follow the new avenue and see where it takes you! It is likely that the interviewee brought it up for a reason – maybe it represents an area of concern for him/her. It might be exactly what you're looking for! Before you wrap up the interview, summarize your focus and the information you gathered (including referrals). If your interviewee needs some time to put together some referrals for you, arrange a follow-up time and plan. Express sincere appreciation for the interviewee's time and assistance, and leave a copy of your résumé with him/her. Ask him or her to call or email you if they think of any more information or advice for you, or if they hear of any career opportunities that might fit your objective. Promise to keep him/her advised of your progress. This person is now part of your network – he/she has invested in you – and will want to keep track of your progress. The Thank-You or Follow-up Letter Whether or not your meeting was productive, send a thank-you letter. It is a powerful tool, and can positively affect your success. Another way to look at Informational Interviews The 5 – R’s:  Reassurance  Reciprocity  Research  Remembrance  Referrals – We will look at networking techniques with these in mind. Reassurance The first rule of job networking is: do not ask for a job. We suggest you specifically reassure contacts early in your conversation that you are collecting information, not asking about a position. Say things like: "I realize you may not currently have an opening .... " or "Tom Jones did not suggest that you had or knew of a job opening; however, he said that you were someone with a great deal of knowledge about the financial community." These statements are true. The vast majority of people you contact in a typical job search do not have an opening for you, but they are

conduits to your next job. Because most contacts cannot give you a job, asking them for one could make them want to avoid you. Instead, say things like: I realize you can't create a job for me, but you know a lot of people in the banking industry. I am trying to talk to as many of them as I can so that if they, or people they know, hear of something, they will be aware of my background and availability. It would help me to be able to use your name as an introduction, not to give them the impression that you referred me because you knew of a job. Suggestions, advice and referrals are things your contacts can give you. They are "off the hook" and feel like they have helped you, not turned you down. The relationship stays positive and you can keep the door open by adding that you will let them know how your job search progresses. A related technique is to ask your primary contacts if you can use them as a reference (even though you may not put their names on your list of references). If you asked if they had a job for you, they would probably have to say "no." But if you ask if they will be a reference, they can say "yes." Then the two of you can discuss your background in a positive light. Reciprocity A good networker gives as well as receives information. Reciprocity is essential to cultivating your contacts. If you have information of use or of interest to your contacts, they are going to want to talk to you. Do not appear to be interested only in yourself. Think of the other person and what he or she may be interested in. Perhaps you have read or heard something about their company or an outside interest they may have. Offer insights about what you have learned about trends in their industry and what other companies are doing. Information, even rumors, about "what companies are doing what" in an industry or city can be valuable information to collect and discreetly dispense as you network. Suppose, for example, you are networking in facilities management. You might say something like this: Alice, I heard something the other day that you might be interested in. DCD had a disagreement with one of your competitors, Bradstreet Property Managers, and canceled their contract. I guess that leaves DCD with 125 units unmanaged. While I have you on the line, I wanted you to know that Dorothy Parsons was a great lead. I haven't been able to reach Don Jamison, though. He left Carlton, Inc. Do you have any idea how I could track him down? I've got a couple of things at the initial interview stage but haven't found my dream job yet. Last time we talked you mentioned some real estate companies you knew in St. Louis. Have any of them mentioned a property management company that might need some management or leasing help? As you meet with contacts, remember that networking is a two-way street based on a relationship between two people. If your contact feels manipulated or used, he or she is unlikely to be helpful. Whether you already know the person or have just met them, developing the relationship may help you now or in the future, and, it may be of use to your counterpart now or in the future. You can probably think of some people you could call on anytime, anywhere, for anything, who would always be there for you. You may think those relationships just "happened," but if you think back over a period of time, you can probably recall some of the things that contributed to the relationships with those people: the way you included them, the time you asked them for help. You can have a network full of relationships with that quality of support if you show respect for the relationship.

Ways to respect relationships include:          

Being courteous Showing appreciation Asking about people's children, family, interests and hobbies Taking time to listen Including people in your projects and activities Noticing and celebrating others' accomplishments Offering support Giving encouragement Staying in touch through calls, notes, getting together Remembering special occasions

Although you will not develop a deep relationship with everyone you network with, many of these principles still apply. In any networking conversation, ask questions to develop rapport. Listen for opportunities where you can be of assistance. Offer ideas, contacts of your own, information and expertise. Give the person plenty of "air time." Research In any job search, there is a strategy for obtaining information from the people you contact, but there are two types of networking where research will be key to your success. Focused Networking Focused networking is a strategy which will increase the probability of your being referred or introduced to hiring managers at specific employers. This process begins by developing and researching a list of 40 to 50 target companies. Much information can be gleaned from the internet. Many companies also have their own web sites. Information can also be gathered from reference books in the library. You can also call the company and ask for copies of their annual reports, prospectuses, 10K forms and quarterly interim reports. If you sense any resistance, say you are interested in investing in their company. Appendix A lists websites that can be used to research employers. Your networking questions and conversations are then specifically focused towards obtaining information about the companies and whether or not the individual knows (or knows someone who may know) the hiring managers within those companies. In implementing this strategy, start with your top five or six companies. When you approach your contacts, tell each one that you have identified a handful of companies you are targeting. Ask them what they might know about each company and if they know anyone who works within those organizations. Those who you are referred to will refer you to others inside the organization until you are eventually introduced to your target hiring manager (the head of your functional area). This is a much more effective way of getting in front of the hiring manager than sending a focused letter or making a cold call to introduce yourself. Once you have worked through the first group of companies, you continue this process, always focusing your networking conversations and questions around five or six companies from your primary list. Research Networking At the other end of the spectrum are job seekers who may be exploring more than one career path, perhaps engineering and teaching. If this is your intention, you can use networking for a dual purpose-sharpening the focus of your target career path and uncovering hidden jobs.

Research networking can be different from other types in another sense-you will want to talk to people employed in jobs at a level you may actually be seeking as well as people at the level above. From them you can get a better impression of what it is actually like to occupy such jobs, how they got hired and what their backgrounds were. Information from Contacts Whatever type of job discovery strategy you are pursuing, always ask your contacts what other companies or employers could make use of your background. Asking for advice and suggestions about your job campaign is not rhetoric. Many job seekers discover whole industries they had never thought of from talking with a contact. We worked with one client who wanted to continue his career in marketing. He had always worked in manufacturing but a contact suggested he speak to someone at a hospital. He had never thought of marketing in that context, but he spoke to the hospital and is now their Marketing Manager. Some sources of information can be researched by cold calls or visits. Chambers of Commerce, manufacturing or employer associations, bankers, college alumni offices and management consultants often have information about hiring trends and employment needs in their localities or fields. If you are considering relocating to another geographic area, these sources could be especially useful. Try to speak with someone in as high a level as possible. These individuals can often refer you to decision-makers in various companies. Hint: Always ask: "Is there anyone else I should be talking to?" Remembrance As you network, you may meet people who will have an opening in the future or who may hear of an opening from a colleague weeks or months after you spoke to them. It is imperative that your contacts remember you. You have four media through which you can make an impression: face-to-face interviews, telephone calls, letters and emails. People are most likely to remember you if they have seen you in person; less likely if they have only spoken to you on the phone and least likely if they have only received a letter or email. Letters, email and phone calls, however, are ways to arrange face-to-face interviews. If a contact is essential to your search, it is best to see him or her faceto-face. Ask for 15 - 30 minutes of their time. If you are referred to contacts by someone they know, they are far more likely to agree to see you in person and to remember you. This is one of the main reasons networking is so effective. Leaving a good resume also increases remembrance. Telephone Techniques Telephone conversations to set up personal interviews should be brief and well prepared. Have an outline of what you want to say in front of you. Here are some sample scripts: Primary Contact Jim, as you may have heard, I just graduated from college with an engineering degree. I realize you may not have a job opportunity for me, but I'm in the process of putting together a job search strategy and I'd like to run it by you. You know the electronics industry and you know my background, so I thought your input would be valuable. Do you have about a half-hour we could spend together sometime this week? I'll be in your area on Tuesday and Thursday morning. Would either of those times be convenient to meet? Secondary Contact Mr. Williams, Greg Cross suggested I give you a call. I've developed a career plan in industrial automation systems sales. Greg didn't imply that you knew of an open position, but he thought that your insights into my career

objectives would be valuable. I have Monday and Wednesday afternoons open this week. Are either of those days convenient for you? Naturally you will need to put these "openings" into your own conversational style. Say them out loud until they feel and sound comfortable. Be sure you know and use the correct pronunciation of the person's name and adjust your voice tone, volume and speed to that of the contact. Even if you lack close personal connections for referrals, you can use other rationales to open conversations, such as:          

I'm coming home after going to school out of state. I've read your book, and it transformed my viewpoint. Everyone says you're the leading expert around. We went to the same college. We have (something) in common. We're members of the same association, sorority or organization. Considering what is happening to the technology of your business, I know I can be very useful to you because of my training in _ In your Annual Report, I read that the company's expanding in an area where I could help, and I wanted to schedule an appointment. With my background in and the recent news about _______ , I thought I should try to get in touch with you. Mr. ____________, your company has a tremendous reputation for market-leading products. I'd like very much to visit with you to explain how I could contribute to that reputation through my training in ________________.

The information you want to give is the same as in an interview for a position, however, you want to dedicate more time to asking questions and collecting information. Your "Positioning Statement" is especially helpful here. Your goal is to get more names or referrals from a contact. You can say things like, "If this were your resume, who would you want to see it?" or "Who else should I be talking with in the healthcare industry?" If contacts ask for resumes to distribute to their friends, ask tactfully if they would mind telling you who they might be sending them to so you could follow up. Be respectful of the person's time. If you said you would only take 20 minutes, stick to it. Here is a sample script for a contact interview: Suggested topics for discussions:   

Your views on the chemical industry. How my skills/experience might fit in an organization like yours. How my skills/experience might fit in an industry or organization that you are familiar with so that I can get some advice and suggestions on where I should direct my job search.

Question: It might be helpful if I began by sharing my background? Here are some subject areas and questions you may wish to ask:  

How would you approach a job search in (industry/function) with my background? What objections do you feel I may have to overcome?

     

  

Do you have suggestions as to how I might improve my job search strategy? Is there anything I am overlooking that might be critical to my search efforts? Could you refer me to two or three other people who could help me with my search? I want to gather as much information as possible and their advice might also be helpful. Who else do you think I should talk to? Who else could I talk to who could give me information about this field/industry? I would like to meet other professionals/managers who might be able to offer ideas on my career change/search. Can you suggest anyone? It is not my intention to ask these people for a job, but I would like to hear their comments and ideas, One of my target companies is _______________________ , Would you happen to know anyone there who I might contact to help me in my information gathering? Often times consultants/attorneys/vendors hear about changes within organizations. Do you know or have you worked with a consultant that could be helpful to me? (When the response is "I don't have anyone in mind" or "let me think about it.") May I call you in a few days after you've had some time to think it over?

If you are exploring a new career path, you may want to ask:     

What background did you have before coming into this field? Tell me about the duties and responsibilities in a position like _____________________ _ What kind of knowledge, skills and abilities are required? How would I go about acquiring the necessary skills and/or knowledge for this kind of work? What does it take to be successful in this field?

What is the outlook for opportunities in the future? What kinds of salaries go along with positions like this? How did you first become interested in your industry? Thank him or her at the conclusion of the interview and be sure to send a thank-you note, letter or email. Informational Interview Closing and Analysis The last impression you leave with the interviewer is just as important as the first. Just as you formulated your "Positioning Statement," write down a closing statement and commit it to memory. In your closing statement, reiterate your ability to fit in and add value to the organization. Once the interview is over, complete an interview analysis and evaluation of how you saw yourself in the interview.

Informational Interview Evaluation After most interviews, you remember things you should or should not have said. Use this experience to your advantage. Sit down and debrief as soon after the interview as possible. You can use this form as a guide. Time and date of interview: _________________________________________________________ Company name: __________________________________________________________________ Person(s) seen: ___________________________________________________________________ Interview conditions: ______________________________________________________________ _______________________________________________________________________________ How did this position become available? _______________________________________________________________________________ What are the key skills, background or talent desired? _______________________________________________________________________________ What are the company's key strategies? _______________________________________________________________________________

Using a scale of 1-10 (with 10 the highest), rate yourself in the following areas: How was my introduction?

__________

Did I explore their needs and get new information?

__________

Did I link my benefits to their needs?

__________

Was I confident and professional?

__________

How was my non-verbal communication?

__________

Did I maintain good rapport?

__________

Were the hiring manager's comments positive?

__________

Did I leverage a next meeting or conversation?

__________

What is my overall satisfaction with the meeting?

__________

Advantages of working there

Disadvantages of working there

Any clues about the culture or work environment? __________________________________________________________________

Any clues about the compensation package? __________________________________________________________________ Follow-up/Thank You Letter You should request a business card, at the end of the interview. After the interview is over, promptly send a thank you or follow-up letter or e-mail. Only twenty percent of candidates do so. Remember that this is a professional letter so check your grammar and spelling. Send a letter to each person who interviewed you; make sure you personalize each letter and make them different from one another. By personalizing each letter with information you obtained from the interview you bring the person's attention back to the interview and the positive interaction with you. If additional information was requested, be sure to send it as soon as possible. Do not be afraid to continue to search for new information about the company and the position you applied for. Use the follow up letter to add information you thought of later that will advance you as the candidate of choice.

WILLIAM H. STONE 170 West Elm Street San Diego, CA 92108 (619) 321-9087

Date

Ms. Tanya Paine Austin Motor Company 176 Sunset Road Milwaukee, WI 53201

Dear Ms. Paine: It was a pleasure to meet and talk with you on Monday. I appreciated the opportunity to learn more about Austin Motor Company and feel that you gave me a better understanding of the Human Resources position. The broad experiences I have with recruitment programs for college interns and mentoring programs for management training would prove very helpful as you move forward with your ad hoc committee for mentoring. One thing I did not mention during the interview is my successful experience teaching Junior Achievement courses to high school students. I know I can apply the same level of commitment to your service learning program at Austin Motor Company. I am very interested in this position. I believe that it is the challenging opportunity I have been seeking. On the chance that you may wish to have some additional information, I plan to call you on Friday. Thank you again for your interest.

Sincerely,

William H. Stone