Blind Dating is Not an Effective Job Search Strategy, Part Two

If you have not read last week’s blog, please do. The question we need to start with is how would you feel about blind dating with different people suggesting whom you should date.

Now that you put yourself into those shoes, let’s turn the tables. Let’s put on the hiring manager’s shoes. The hiring manager is now the one who is looking for a date (employee to fill a job) and potentially a long term employment relationship. You are the potential blind date.

If the hiring manager did not know you or ever talk to you and a stranger to the hiring manager suggested to her that she should commit her time to meet you, would you expect she would be interested in meeting?

This is what an unsolicited resume is to a hiring manager. They don’t know you and whether what you say is true or filled with a hidden motive. Most hiring managers don’t have the time or trust to pursue unknown people.

If your resume was referred to the hiring manager by someone she knew, would you expect she would immediately want to meet with you? Not necessarily. Certainly, in the context of you being one of five candidates coming in to be interviewed by a number of people, then the hiring manager may interview you or not. Many hiring managers want subordinates to do the first interview pass. Why? To get opinions of people whom they trust to screen unknown candidates first.

If you were referred by a trusted friend or advisor, would the hiring manager be willing to meet personally with you, bypassing the gatekeepers? In most cases, you will get the opportunity of at least meeting with them for 15-30 minutes. If they like you and become interested in you, then they would usually check you out with other advisors or, if you are at a lower level, have HR take a look at you.  During this process the company might be willing to consider including you in the interview process to see if the relationship should move toward a job offer.

Sound ridiculous? To a job seeker, perhaps. To a hiring manager, this is no different than being asked on a blind date.

The question then becomes, how are you seeking to get in front of the hiring manager?

Next week, we will be announcing our new book which walks you through the entire process and gives you a roadmap you can begin following immediately.

How do you structure a Power Group?

A typical approach taken by members of an association is that association members who live close to each other agree to meet, usually weekly, at a local coffee shop or sandwich shop where they can buy some coffee and meet with the approval of the shop owners.

The groups are often made up of either those with common careers (sales, finance, hr, …), common levels (college students, managers, executives, senior executives…), and genders. However more diverse backgrounds are not uncommon.

For common backgrounds, if each person develops 10 leads and there are five group members, then the group now has 50 leads that can be shared. Who actually will get the job will depend upon experience, personality, culture, relationships and a host of other factors. The general belief is that “if someone is going to get the job, why not let it be one of us!”

For diverse backgrounds, there is less group competition and often a broader net of contacts. Further, diverse backgrounds can create a unique learning atmosphere where everyone can learn different perspectives and become more rounded and balanced. For example, a sales and a finance person in a group will not be competing for the same job but will know people for networking and can help each other understand how to perceive and meet the needs of other sales and finance people. For higher level jobs, cross-functional teaming is critical to company success – and being a qualified hire.

The size of the group is usually limited to around seven and most experts would recommend not exceeding fifteen members. The actual number who will show up will depend upon travel, meeting, and family commitment schedules.

The purpose of the group generally is focused upon a common urgent need, such as looking for work. Then, as members obtain work they will generally go in one of three directions. Those who appreciated the group but have still not learned the importance of networking will usually leave and not be heard from again. Those who appreciated the group and have developed trusted relationships and friendships with other members will often leave but regularly stay in touch with each other over the phone or email. Some will even continue networking through one-off times for coffee or over a meal. The third group usually decides to stay because they have benefited so much personally that they want to “pay it forward” to others and help other members, particularly newer members.

The timing of most meetings is either before or after work. This allows those getting a job to continue to participate and allows other members to focus on looking for work during prime time. However, some groups meet at various times throughout the day. The group determines what is best for them.

The bottom line is that the value of any group will depend upon the members and the level of participation by each member. If you join a group and find that it does not work for you, the problem may be who is in the group not that Power Groups are not useful.

How does a Power Group Differ from a CEO / Functional Small Group or Roundtable?

A CEO or Trusted Advisor group, like the Vistage model, provides a structured approach with a pre-qualified facilitator. The quality of the facilitator will vary but they usually are trained. The focus of these groups, from personal experience and observation, is on business growth, leadership, and generally does touch upon deeper personal issues.

The challenge is that deeper personal issues are difficult to deal with in this environment and usually are best dealt with on a one-to-one session with the facilitator. This is particularly true when, as is most cases, the audience are mixed genders. In some cases, the group can work at a deeper level unless the discussion keeps centering around the same person which takes away from the other members.

Can these small groups help? Absolutely! I recommend Vistage – and they have recommended me. We do not compete. Their focus is not job search or career development. By design, members are often from completely different careers, companies, and environments that limits usefulness in helping each other but also reduces competitive threats or misuse of information.

Small functional groups are often far less structured. A good example might be a roundtable comprised of CFOs or similar career individuals. These groups are often lead by a less skilled individual who may best serve as a facilitator to encourage other members to brainstorm issues that they are facing. Again, these issues are generally profession related but having members from the same profession, yet different companies, can be immensely useful for sharing ideas and asking questions that may not be suitable within their own company.

Functional groups usually do not get too personal but can be low risk environments to meet others of similar mindset who then could become part a personal trusted advisor network or of a Power Group.

How does a Power Group Differ from a Mastermind Group?

A Mastermind Group can be similar. Both groups depend upon members to help each other, pass leads, brain-storm, and make the success of each member the success of each other. In both groups, self-serving members are soon asked to leave or are ignored.

In a typical Mastermind Group, there is often no leader or coach to facilitate the meetings. The same is true for Power Groups.

The major difference is that Mastermind Groups are typically used by entrepreneurs to help each other obtain customer or client leads, discuss business marketing, best practices, leadership, and a broad range of issues that are business focused.

A Power Group is usually job search or career development focused. Whereas business discussions can occur in both groups, a Power Group often gets far more personal, intimate, and may deal with very sensitive issues.

It is not unusual to see Mastermind Groups help each other at an arm’s length while Power Groups put their arms around each other. Both groups can develop into long term commitments but Power Groups have a stronger potential to develop into lifetime trusted relationships.

Which group should you join? It depends upon your objective. If you are in a job search or trying to develop your career, I recommend the Power Group. The only exception would be for those joining a Jobpreneurship™ Mastermind Group lead by a Job Doctors Certified Coach™.

Power Groups for Jobs and Careers

What is a Power Group? It is a small networking group that meets weekly, biweekly, or monthly for the purpose of helping each member with job leads, mutual encouragement, mutual accountability (kicks in the seat), peer-to-peer coaching, and shared learning.

Why bother with a Power Group? While you may find 10 job leads, a group of 5 may have a combined total of 50 jobs leads (10 per person). Which would you rather have? While you may know 500 people, a group of 5 may have a combined network of 2,500 people. Which network would you prefer?

We all have up times and down times. During a job search or a career cycle, there are always times when we need someone to talk to who will not share your comments outside of the group. Leaking conversations outside of the group is an immediate cause for being kicked out of the group – and great harm to their reputation / brand. We need encouragement, reflection, brain-storming, accountability, and what you might call a “Board of Advisors.”

How many of your friends do you know of in a Power Group? Your answer is probably, “None.” Do you think such a group might be helpful? Do you think you might be more effective and competitive by working as a team?

Obviously these are trick questions. If you are not interested in a Power Group that probably means that you are a Lone Ranger (not good), a hermit on a mountain top (have limited options), or don’t know enough about them. If the latter, stay tuned! I will spend a few days explaining them further.

Using Linked In – Fortune Article

Amazing timing! I just received the April 12th issue of Fortune Magazine where the cover story is on job seekers using LinkedIn as a “secret” weapon This is a must read. If I find the link, I will post it later.

The key for all of us is to remember that although LinkedIn is an incredible tool – a must use part of your strategy, it is only a tool. The principles of personal development, developing yourself as a product, learning how to market yourself, and learning how to sell and network are still required skills. The great news is that these are all teachable skills!

The caution is that using any networking without first being sure that you are ready for the public exposure could actually harm you more than help you. Use of the internet multiplies who you are faster than any other medium in history. You just want to be sure that what they see is the image that fits the job that you are trying to find, is easy for others to want to refer you, and shows the value that you can bring to the party.

Have a wonderful holiday weekend!

Using LinkedIn, Part Five

Searching for a job?

First, check out the LinkedIn Job board. Many companies are beginning to post and use LinkedIn. Members are usually more professional than typical social groups. Also, LinkedIn appears to have aggregation capability from other boards.

Second, your groups might also have job postings. Here there is already some similarities with members, so the risk is less than a general population.

Third, after you have gone through Jobprenurshipä training, use your value proposition, brand, and communication message to focus on your targeted companies by searching through LinkedIn via company searches to find influencers, trusted advisors, and decision makers who might be interested in you. Also, look for those who recently worked in the company to obtain insights and connections that could be invaluable. This is invaluable when researching companies.

While you are networking and participating in groups, “pay it forward” by helping others. That will continue improving your brand and extend your network as someone who might be trustworthy.

One final word about LinkedIn, this is an incredible tool but only a tool. The ultimate purpose is not to replace face-to-face meetings. It is to help increase your productivity in getting face-to-face meetings where you can utilize the Jobpreneurshipä methodology of developing trusted networks, extending your brand in your community, and obtaining referrals.

Hiring decisions and larger cost buying decisions don’t happen merely through the internet. The risks are too high. You will need to still meet and greet, interview, and get friends to help you. You will need to get involved in associations or networking groups. You will need to pay it forward to help others. But intelligently using LinkedIn is a competitive advantage.

Using LinkedIn, Part Four

Next, take a look at those in your network who you really know and who know you. If you can give a positive testimonial to others, do so and ask them to return the favor.

Having solid testimonials has multiple benefits.

First, LinkedIn will give you higher rankings in searches.

Second, as people look you up, others view of you will improve.

Third, as potential HR or hiring managers check you out, these testimonials become references and sources for them to contact to know more about you. Which is why I recommend that all testimonials are genuine and valid. If you get caught with fluff, that probably won’t be good!

Next, there is a Twitter like function – which also can be connected to your Twitter account. Again, I encourage you to post mini-blogs that communicate what you are professionally doing. A good example might be a speech in Hong Kong. An example of what you may not want to mention is that you are leaving your house to go to a ball game during office hours. Burglars might love you and your boss might not be as thrilled!

Are there others suggestions that you have?

Using LinkedIn, Part Three

After your profile is published and you are increasing your network through your contacts, I recommend that you begin joining groups where you are already affiliated.

If you are looking for a job – and are employed, you may want to be very careful what is in your profile and what you say!

Otherwise, your company, prior companies, colleges, associations, church, societies, etc. will probably have one or more groups that would recognize you as an eligible member. I encourage you to join. This will expand your network geometrically with people outside your network but associated to you by a group. You can then selectively invite those within the group to join your network or just contact them through the group.

Now, you can begin participating on these groups discussion boards or blogs. This begins to let others know you and your brand. My recommendation is to keep your comments professional. This is not Facebook. Potential decision makers, hiring managers, influencers, and trusted advisors may be turned off if you are not careful. Manage your brand.

Any other suggestions for group memberships?

Using LinkedIn, Part Two

Start by completing your entire profile.  The more you input, the easier it will be for others to find you. LinkedIn will also rank you higher.

There are many secrets to optimizing your profile. You may wish to take a look at how top users do theirs.

I strongly encourage you to use your value proposition as a major branding technique and key words in the specialties section of your summary profile.

Be sure what you write is correct, without grammatical mistakes, and is what you want the world to see. LinkedIn will create a special link which will be your profile. In other words, this IS what the world will see.

Next, begin inviting others to join your network. In my case, I only allow those to join my network whom I feel I either know or would benefit those already in my network. However, many others believe that anyone should be able to join their network. These people care called “open networkers.” Both views have strengths and weaknesses. You have to decide which direction you want. If you are selling to masses, are a recruiter, or trying to help others access your network to find the maximum number of contacts. If you are an executive or professional, you might be more concerned with quality over quantity.

One caution. When inviting someone, ask them to select “archive” if they don’t remember you or want to connect. If they select “I don’t know them”, LinkedIn will punish you after five such responses. This is intentional with the LinkedIn philosophy of developing trusted networks.

Let me know what you think and why!

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