What To Do When Your Networking is Not Working

by Kate Wendleton

In the old days, networking was a great technique. We job hunters were appreciative of the help we got, and treated those we met with respect and courtesy. We used networking to meet and form life-long relationships with people in the field we were targeting, and to gather information about the area. We called it "information-gathering," but it often led to jobs.

Today, stressed-out, aggressive, demanding job hunters want a job quickly, and expect their "contacts" to hire them, refer them to someone important (obviously not the person with whom they are speaking), or tell them where the jobs are. The old way worked; this new attitude does not.

Networking correctly takes: time (because setting up interviews, going on them, and following up takes time), a sincere desire for information and building life-long relationships, and preparation.

Gather information.
Networking is one way to find out what skills are needed where, what jobs may be opening up, and where you might be able to fit in. Talking to people because "they might know of something for you" rarely works. For example, if someone asked if you know of an opening in the purchasing department in your old company, you would say "no." But if they said they were interested in your former company and would like to talk with someone there, you could give them a name.

That's how people find jobs through networking. As time passes, the people you've met hear of things or develop needs themselves. If you keep in touch, they will tell you what's happening. It is a long-term process, but an effective one. Don't ask them for a job and put them on the spot. The fact is: if they like you and happen to have a job that's appropriate for you, they will tell you about it--you will not have to ask.

Ask questions appropriate for the person with whom you are meeting. You would not, for example, ask a vice president of marketing "how marketing works." That's too general. Do your research--both in the library and by talking with more junior people. Ask the v.p. questions appropriate for that level, such as the rewards, frustrations and long-range plans for the business, and the type of people who succeed there.

Before each meeting, write down the questions you sincerely want to ask this specific person. Some examples:

The Industry

• How is the industry changing now? What are the most important trends or problems? Which parts of the industry will probably grow (or decline)?
• What do you think of the companies listed on this sheet? With which are you familiar? Who are the major players?

The Company/Organization

• Who are your major competitors?
• How is the company organized? What are the growing areas? Problem areas? Which areas do you think would be good for my background?
• What technologies does company use?
• What is the company culture like? Who tends to get ahead here?
• What important challenges is the company facing now or in the near future?

The Job or Function

• What are the major tasks involved in this job? What skills are needed?
• How is this department structured? Who reports to/interacts with whom? What is it like to work here?
• What kinds of people are normally hired for this kind of position?
• What compensation would a new hire usually get for this kind of job?
• Opportunities for advancement?
• What skills are absolutely essential for a person in this field?

Regarding the Interviewer

• What you do in your job? What is the most challenging aspect?
• What advice would you give to someone in my position?
• What are the intermediate steps necessary for a person to reach your position?
• What do you like/dislike about your job? How did you get into this profession/industry? What major problems do you face in this department/position?

Over time, your questions should change as you become more knowledgeable, more of an insider--and more desirable as a prospective employee. And you will gather information that will be of interest to those you meet, so be sure to give information back.

Build lifelong relationships.
Get to know the people in the industry or field you are targeting and let them get to know you. Some of the most important people in your search will provide you with critical information and no contacts. Be sincerely grateful for the help you get, and plan to recontact them regularly.

Networking is a powerful technique--if it is used properly. It is also a life skill that you can and should use throughout your career. Become expert at it, and do not abuse people. Give them something back.

As you build your network (people you know refer you to people you don't know and they refer you to others), you will get further from those people you originally knew personally. But as you go further out, you are generally getting closer to where the jobs are.

Prepare for the interview.
Plan for the meeting as thoroughly as you would any other business meeting. Follow the agenda below. You are the one running the meeting. Beforehand:

• Jot down questions you want answered.
• Find out about the person, the person's responsibilities and area of operations.
• Rehearse your "Two-Minute Pitch" and accomplishments.

Conduct the interview.
Sometimes people network forever, but there is no flame inside them. Then one day, they stop going through the motions and get the information they need. They interview harder. They truly want to work in that industry or company. And the manager they are talking to can sense their seriousness and reacts accordingly.

Format of the Interview
Review the following format before every networking meeting. If you use it, you will have a good meeting.

• Exchange Pleasantries--to settle down. Two sentences of small talk: "Your offices are very handsome." or "Your receptionist was very professional." or "You must be thrilled about your promotion."
• Why am I here? For example: "Thanks so much for agreeing to meet with me. Joe Brown thought you could give me the advice I need. I'm meeting with CEO's in the Chicago area because I want to relocate here." If the meeting is in response to a targeted mailing, you may say: "I'm so glad you agreed to meet with me. I've been following your company's move in the international area, and thought it would be mutually beneficial for us to meet." Here are a few suggestions on "Why I'm here" (going from early on to later in the search process):

• I have these qualifications and I'm trying to decide on a career path. For example, I'm good at . . . I think they add up to. . . . What do you think?
• I want to get into publishing, and I'm meeting people in the field. Dr. Cowitt, my dentist, knew you worked in this industry and thought you would be a good person for me to talk to.
• I've researched the publishing industry and think the operations area would be a good fit for me. I was especially interested in learning more about your company's operations area, and I was thrilled when Helen Boney at the Publishing Association suggested I contact you.
• I have met with a number of people in the publishing industry, and I think some meetings may turn into job offers. I'd like your insight about the companies and which ones might be the best fit for me. I wrote to you because I will be in this industry soon and I know you are one of the most important players in it.
• I've worked in the publishing industry for ten years and have also learned sophisticated computer programming at night. I am looking for a situation that would combine both areas because the growth opportunities are limited in my present firm. John Blazon thought I should speak with you since your company is so highly computerized.

• Establish credibility with your Two-Minute Pitch.
  After you say why you are there, they are likely to say something like: "How can I help you?" You respond: "I wanted to ask you a few things, but first let me give you an idea of who I am." The person will be able to help you if he or she knows something about you.

• Ask appropriate questions.
  Perhaps have your list of questions in front of you: you will look serious and keep on track.

• As they answer your questions, tell them more about yourself if appropriate.
  "That's interesting. When I was at XYZ, we handled that problem in an unusual way. In fact, I headed up the project." By the time you leave, know something about each other.

• Ask for referrals if appropriate.
  "I've made a list of companies I'm interested in. What do you think of them?" "Are there other companies you would suggest?" "Who do you think I should contact at each of the good companies on this list?" "Could you tell me something about the person you suggested at that company?" "May I use your name?"

Some job hunters get annoyed when they go away without contacts. They are thinking short-term and are not trying to build long-term relationships. But you were not entitled to a meeting with the manager, or any information at all. The manager was kind to meet with you.

If you get no contacts, be very grateful for what you do get. Assume the manager is giving whatever he can. It may be that he has no names to give. On the other hand, so many people network incorrectly (aggressively and abrasively), that many mangers are reluctant to give out names until the job hunter has kept in touch for a number of months and proved his or her sincere interest. Many managers feel used by job hunters who simply want names and are not interested in them.

• Gather more information about the referrals.
  (Such as: "What is Sandra Bandler like?")

• Formal time of gratitude.
  Thank the person for the time spent.

• Offer to stay in touch.
  Constantly making new contacts is not as effective as keeping in touch with old ones. "May I keep in touch with you? (to let you know how I'm doing?)". You might call her later for future contacts, information, etc.

• Write Follow-up note, and follow-up again later.
  State how the meeting helped you or how you used the information. Be sincere. If appropriate, offer to keep the manager informed of your progress. Re-contact your network every two to three months. Even after you get a job, these people will be your contacts to help you in your new job--and maybe you can even help them! After all, you were building life-long relationships, weren't you?

The preceding is an excerpt from The Five O'Clock Club Book Series by Kate Wendleton. The Five O'Clock Club, Forty-Year Vision and Seven Stories Exercise are registered trademarks of The Five O'Clock Club, Inc.