The best way to find a job is still through networking. Certainly the web is useful. But ultimately, nothing is better than face-to-face. Here are my secrets to the process.
No matter how you get the contact, face-to-face will be inevitable. However, many really need to change their networking process to get that new job they’ve always dreamed of.
Networking has been around since the 1930s, but research, insights and major changes enhancing success in the process are relatively recent. Don’t limit your outreach to close friends, colleagues or your current organization. It’s important to realize that your network needs to be tailored to its objectives. And if a new job is your objective, most will need to rebuild that network.
Many people seem to think that networks are easier to form if you’re extroverted and outgoing. But the real issue is effort, not personality style.
And one of the intriguing research finds about high performers is that they distinguish themselves by their network. They don’t necessarily have a big network. But their network has “bridging ties,” ties with people who reach outside their group and outside their organization. Job searchers should be finding and using “bridging ties.”
There are a number of top students of networking and networking analysis. But for popular consumption and personal feedback on your network and network building, pick up Wayne Baker’s, Achieving Success through Social Capital. It’ll help you analyze where your network weaknesses are, how to build a better network and how to focus on your objective.
Redefine your network to focus on your job search.
Most have far more contacts than they think. Go through your past history, identifying former classmates, colleagues, clients and community acquaintances. When you sit down with a contact to talk, always ask for other contacts. Be very specific. Follow the sales assumption approach: “Based on our conversation what three people should I contact?” Notice the specific number. If you ask whether they can suggest some others, you’re liable to get a no. But if you ask for specific number and keep seated, they’re liable to go to their own contact list and pull out three names for you. Then ask if you have permission to tell the contact that he/she was the source of the recommendation. And here’s a terrific secret: once you’ve made contact with the three, call the original source back, telling him of the results in up-beat fashion. And thank him. Half the time, he’ll give you more insights and more contacts.
The contact meeting is a discussion, not a job interview.
Keep faith with the stated objective of your meeting. If the purpose of your meeting is information gathering, never, never ask for a job in that discussion. If the contact brings it up, that’s fine. But don’t commit such a strategic blunder. Never go into a discussion unprepared—and be knowledgeable about the contact’s industry. Using information you have about his/her industry, ask more about the industry, its status, future, current jobs situation. Ask how to succeed in the industry and how to position yourself for opportunities.
Finally, get feedback on your handling of the conversation. How can you improve your information-gathering process? What other questions should you be asking, even what shouldn’t you ask. Make it a learning session, both for you and your contact. Give the contact a smile, a firm handshake, and get out of the room—on time. And if the contact continues to give you information, let him know that you appreciate it but that you want to keep faith with his time. He’ll let you know if you can stay seated or should get on your way. And, he’ll respect you for your professionalism.
Keep good records of your contact and your meetings.
There are all kinds of programs for record keeping, but I keep a special contact file in outlook for potential clients and information gained from meetings. But be sure to check back every two or three months, update the contact, and check to see how he’s doing and whether he has further suggestions for you.
Earlier on in this blog, I pointed out that building a network is about effort, not personality. I hope that message has really sunk in. I’ve worked with numerous leaders who were scrupulous networkers. One especially comes to mind. A vice-president of a consumer products company, I watched him move from job to job, seemingly without any difficult. His first position was lost to a merger, but he had a new position in another company before he finished his tenure. His second position was lost to a strategic IT blunder, but he marched off to another even better position before being let go. He inevitably devoted time every week to networking, revising the quality of his links, and checking in with his contacts. It paid off in spades.
Flickr Photo: by clairphotography