By Will Marre, Author of the Book: “Save the World and Still be Home for Dinner”
First, do something you are happily willing to become great at. You must love it so much that you’d do it for free with pleasure. You must love it so much that you’re willing to put the effort and practice into becoming and staying great.
Second, target customers who value what you do. Only people who value artistry pay for extraordinary wedding pictures or floral arrangements. Only people who value fitness pay for extraordinary training. In my case, only companies who prize values-based leadership hire me. Don’t waste your time with either customers or employers who don’t value what you value.
The formula for networking success is based on your human capital (what you know) times your social capital (who knows you) times your reputation. (who trusts you and what they say about you
Having knowledge, good business relationships and a solid reputation, plus social capital and trust is the ultimate security blanket in good times and bad.
Today’s economic conditions presents an excellent time to increase your market share by reaching out and building better relationships with people you already know. Increasing your social capital is not about sitting alone in front of your computer trying to come up with a winning marketing formula on your own. No one I know who is successful does it that way. Get out from behind your computer and meet with real people – face to face!
I have been coaching this “interview mindset concept” for many years when conducting Mock Interview Training for executives in transition. The real key is, “Never let the employer think you (the candidate) need them more then they need you.
This is very similar to dating – the more you want to date the other person reduces your chances of getting the date and falling in love. When this happens the interest wanes and they move on to next person.
The other day I was talking with an executive in career transition that has over 20 years experience in operations management roles with medium to large size companies. He was obviously talented and could easily be the 10th player on a baseball team (so to speak) to most companies, but only if that’s what the company really needed? Now he is ready to write the next chapter in his career, maybe do something new, and wanted to know if I could help him?
Answer the following questions to help you discover who you are and incorporate the answers into your job search strategy.
1. What makes you tick?
(Why have you been successful in your career?)
2. What can I deliver?
(Think: What are your specific and relatable examples of how you made contributions?)
There is an old saying;
“Never get stuck in a sinking boat frantically bailing water with no time to row ashore!”
Job search networking is more than just connecting with friends, family and business colleagues. Once you have exhausted all your existing network contacts and nothing has happened – then what?
We now have five generations in the workplace and every generation has unique traits that they bring to work. In order to get along, be productive and avoid conflict we need to respect and understand all the generations we spend time at work with.
Networking. The word seems to strike fear in the hearts of introverts, who need to push themselves and even extroverts who need to control themselves. Some see it as a necessary evil and something to work at everyday, but networking is just the cultivation of productive relationships. We network when we drink a cup of coffee with someone in a local Starbucks. We network when we ask a friend, co-worker or neighbor for information on their recent vacation to Cancun. Networking is simply an exchange of information between two people who have built a relationship. And building good relationships is always a wise move.
Does your resume stand out? Will employers quickly see you are the one to do the job? Your resume has less than 15 seconds to capture an employer’s attention according to our national survey of 600 hiring managers. You must also incorporate effective keywords or the electronic search tools will never put you on the hiring manager’s screen.
A group of 50 HR VP’s and Directors were discussing the characteristics they look for in the “ideal” candidate for their firms.
The group discussion took on the following questions:
• What are the characteristics YOU look for in candidates?
• What are some “red flags” to look out for?
• If you had an ideal “wish list” for candidates, what would it entail?
The group came back with some very insightful answers. Here are the results: