1. NETWORKING ESSENTIALS

2. 2 PRIOR TO NETWORKING… REMINDER: KNOW YOURSELF Skills Skills Interests Interests Personality Personality Values Values

3. 3 WHY NETWORK? Gain information about: - target organizations or fields - trends in the field or industry - problems, critical issues, and needs facing the industry - alternative options to explore or avoid - new sources and channels

4. 4 WHY NETWORK? cont. Gain exposure to people already in field Gain exposure to people already in field Build relationships Build relationships Obtain names of additional contacts Obtain names of additional contacts Serve long-term career prospects Serve long-term career prospects Stop procrastinating Stop procrastinating Improve ability to identify opportunities and access “hidden job market” Improve ability to identify opportunities and access “hidden job market”

5. 5 HIDDEN JOB MARKET Positions not advertised/not yet advertised Impending vacancy Impending vacancy Actual vacancy Actual vacancy Organizational growth Organizational growth Organizational change (markets, economic conditions, technology) Organizational change (markets, economic conditions, technology) Organizational opportunity (address a new problem or need) Organizational opportunity (address a new problem or need)

6. 6 TYPES OF NETWORKING FORMAL NETWORKING: joining industry groups and professional organizations; contacting people in your field who might know of opportunities or connect you with others. INFORMAL NETWORKING: asking people in your immediate surroundings (family members, friends, peers, faculty, alumni) for potential networking contacts.

7. 7 NETWORKING FOR RESULTS Preferred Networking Methods Emphasize quality vs. quantity: identify small number of selectively targeted contacts Emphasize quality vs. quantity: identify small number of selectively targeted contacts Build relationships: stay in touch with key contacts in your network Build relationships: stay in touch with key contacts in your network Plan a strategy rather than relying on luck and numbers Plan a strategy rather than relying on luck and numbers

8. 8 BUILDING YOUR NETWORK Step 1: List Your General Contacts Friends, acquaintances, fellow students, family, former employers and co-workers, faculty, members of professional groups, church groups, or volunteer organizations with which you belong, family doctors, lawyers, and accountants, online communities, etc.)

9. 9 BUILDING YOUR NETWORK cont. Step 2: Identify Most Relevant Contacts Choose those who: are knowledgeable about and relevant to your career area are knowledgeable about and relevant to your career area have large networks themselves (faculty, consultants, those in professional service professions) have large networks themselves (faculty, consultants, those in professional service professions) have known you over time time or who have indicated willingness to assist you have known you over time time or who have indicated willingness to assist you

10. 10 BUILDING YOUR NETWORK cont. Step 3: Create Key Contact List Identify and transfer 3 to 5 people from Step 2 process Identify and transfer 3 to 5 people from Step 2 process Add to this list contact info for key individuals whom you may not know, including public figures, people who are written about or quoted, people who write about the field, etc. Add to this list contact info for key individuals whom you may not know, including public figures, people who are written about or quoted, people who write about the field, etc.

11. 11 BUILDING YOUR NETWORK cont. Create a spreadsheet to organize contact information for your key contacts Create a spreadsheet to organize contact information for your key contacts

12. 12 THE NETWORKING MEETING Preparation: Be clear about what you want to learn Be clear about what you want to learn Research contact’s organization and/or background Research contact’s organization and/or background Prepare list of questions Prepare list of questions Plan for the allotted time Plan for the allotted time Prepare your “commercial” Prepare your “commercial”

13. 13 “TELL ME ABOUT YOURSELF” Your own personal commercial: gives listener a quick synopsis of your background Your own personal commercial: gives listener a quick synopsis of your background Addresses who you are, what you have done, what you’re currently doing, what you hope to be doing, 2 to 3 examples of your greatest strengths, and some evidence to support these Addresses who you are, what you have done, what you’re currently doing, what you hope to be doing, 2 to 3 examples of your greatest strengths, and some evidence to support these Think about customizing your commercial to fit person you are meeting Think about customizing your commercial to fit person you are meeting

14. 14 “TELL ME ABOUT YOURSELF” cont. Rehearse; tape yourself if possible Rehearse; tape yourself if possible Strive to keep it fresh and spontaneous Strive to keep it fresh and spontaneous Keep commercial to 30-40 seconds Keep commercial to 30-40 seconds Communicate key strengths Communicate key strengths Communicate goals Communicate goals

15. 15 CONTACT METHODS Telephone: - if you reach intended contact, use your commercial - if you get voicemail, try calling back to reach the person; leave voicemail only after several tries with brief introduction, purpose of your call, your contact information, and state that you will call again

16. 16 CONTACT METHODS cont. Letter or e-mail message: - introduce yourself, your referee, and the purpose of your contact Intermediary: - if someone is referring you, ask that person to call on your behalf to make the initial connection Ask for only 15-20 minutes of contact’s time.

17. 17 CONDUCTING THE MEETING Dress appropriately Turn off cell phones! Establish rapport: mention referee, or if you made direct contact, explain why you chose this person mention referee, or if you made direct contact, explain why you chose this person

18. 18 CONDUCTING THE MEETING cont. Summarize your background/interests: use commercial use commercial mention shared areas of interest and knowledge of problems relevant to the field mention shared areas of interest and knowledge of problems relevant to the field explain, if necessary, that you are not expecting contact to have/know of a job explain, if necessary, that you are not expecting contact to have/know of a job do not produce resume unless asked do not produce resume unless asked

19. 19 CONDUCTING THE MEETING cont. Ask questions and listen actively: request feedback on career areas you’re exploring request feedback on career areas you’re exploring share information about what you’ve already learned share information about what you’ve already learned ask both prepared questions and follow-ups to what contact tells you ask both prepared questions and follow-ups to what contact tells you key in on mentions of problems and trends key in on mentions of problems and trends show genuine interest show genuine interest

20. 20 CONDUCTING THE MEETING cont. Respect the contact person’s time: Be aware of the amount of time to ask questions and convey information that are the most crucial Be aware of the amount of time to ask questions and convey information that are the most crucial Ask for referrals: as meeting concludes, ask for additional names if they haven’t been mentioned already as meeting concludes, ask for additional names if they haven’t been mentioned already be prepared to prompt contact by specifying the types of individuals you would like to meet be prepared to prompt contact by specifying the types of individuals you would like to meet Confirm any follow-up actions

21. 21 FOLLOW-UP Always, always, always send a thank-you letter Always, always, always send a thank-you letter Maintain records of meeting, including: Maintain records of meeting, including: - information obtained - action steps Maintain contact! Keep relationship active; provide updates on your progress periodically; send useful information Maintain contact! Keep relationship active; provide updates on your progress periodically; send useful information