Job Search Workshop for MetroWest

February 2016

EXERCISES – Night #1 Table of Contents Page 2 Page 3- 4 Page 5 Page 6 Page 7

Transferable Knowledge, Skills and Abilities Examples – Adapted from Work Ministry KSA Worksheet – Rob Dandrade, 2015, Adapted from Work Ministry Strength Finders 2.0 Sources and Instructions - Rob Dandrade, 2015 Holland Interests Instructions – Rob Dandrade, 2015 Myers – Briggs Type Indicator Assessment – Types and How-to for Career Explore

Page 8-9

Considerations Worksheet – Richard Boles, “What Color is Your Parachute”

Page 10-11 Page 12 Page 13-14

Example Elevator Speeches- Baird, Dandrade, Malster- 2015/ 2013/ 2015 Elevator Speech Worksheet – Wende Malster , 2013 Example Search Plans: Rick Frazier, 2010 & Rob Dandrade, 2013

Page 15-20

Script from “Networking Scenarios Audio Recording” Lyn Baird, Dec 2012

( also visit www.metrowestjobsearch.com) Job Search Workshops for MetroWest is a ministry that assists faith-based and community organizations by providing free workshops comprised of a unique blend of best practices in career planning and job search. The advice has been collected from many sources including best seller books, outplacement agency advice and personal experience. Copyright 2009, Job Search Workshops for MetroWest. All rights reserved.

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Exercise – Transferable KSA’s Transferable Knowledge, Skills and Abilities 

What Are They? Transferable KSA’s are gathered through various jobs, volunteer work, hobbies, sports, or other life experiences that can be used in your next job or new career.





What Can Be Considered Transferable –

Something you did before in one field and can do again in another field

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Or something you did that is similar and can be adjusted

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What’s important? Unique mix of skills or special skills that not many others possess.

What Type Of KSA’s Do You Need For All Positions? –

Attention to detail

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Communication

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Self starter; Punctual

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High School education

Examples (use if you have DEMONSTRATED extra ordinary achievements) – Communications, Sales/Marketing

– Administrative Tasks

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Speaking and listening effectively

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Plan and arrange

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Creatively expressing ideas

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Bring order out of confusion

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Negotiating

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Attention to detail

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Persuading

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Reporting information

Use of technology to organize and present information

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Describing feelings

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Flexibility: see obstacles as a challenge rather that a setback

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Manage multiple tasks

Research & Planning

Human Relations

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Forecasting, predicting

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Developing rapport

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Creating ideas

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Being sensitive

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Identifying problems

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Listening

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Gathering information

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Providing support

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Solving problems

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Analyzing

Motivating & Counseling

Adapted from Work Ministry, Ltd.

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Delegating with respect

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Perceiving feelings, situations

Exercise – Transferable Knowledge, Skills and Abilities KSA (Knowledge, Skill, Ability) Worksheet Instructions for Completing this Worksheet Complete the separate worksheet for each major life/ work accomplishment and tasks from the last one or two jobs or activities. 1. In the event/task column list each major life or work event, plus significant job tasks or activities from either your last job or last two jobs. 2. Then in the Knowledge column list the special/ significant things you knew that helped make that special event or that you used to complete the corresponding job task. 3. In the next column rate your Level (rate yourself according to your level of competency (H=highly skilled; M=moderately skilled; L=needs improvement). 4. Then in the Skills column list the special/ significant skills or abilities you had that helped make that special event happen or that you used to complete the corresponding job task. 5. In the next column rate yourself according to your level of ability (H=highly skilled; M=moderately skilled; L=needs improvement). 6. Place a check next to those line entries which you enjoy using. 7. After you have completed the worksheet, write a list of these KSA’s starting with those which you both enjoy using and in which you are highly skilled [H], then the moderate ones. This list should be used in conjunction with the Search Plan and should guide the development of the Elevator Speech and parts of your Resume. 8. You can also keep a separate list of those skills in which you need improvement [3] but enjoy using. Set that list aside. Robert Dandrade 2015, Thanks to Work Ministry, Ltd.

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Exercise – Transferable Knowledge, Skills and Abilities KSA (Knowledge, Skill, Ability) Worksheet

List Events or Tasks

My Knowledge Skills and Abilities Strength? High, Med, List Knowledge Low ?

List Skill or Ability

Strength?

High

H, M, L ?

Interest?

Significant Life or Work Events

Last Job Tasks

Robert Dandrade 2015, Thanks to Work Ministry, Ltd.

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Homework – Strength- Finders 2.0 Talents Assessment Background Discovering your strengths/ gifts is a key to career changes and job planning. It is a difficult task without help. Do you have the opportunity to do what you do best every day? Chances are, you don't. All too often, our natural talents go untapped. Three Possible Sources (pick only one): #1 - Access Code only: (Gallup web site) $10 no reading or explanation. Just instructions on how to take assessment & access code https://www.gallupstrengthscenter.com/Purchase/en-US/Index #2 - ebook - Strength Finders 2.0” By Tom Rath , Feb 2007, - $14 Amazon site ... StrengthsFinder 2.0, look for the message:… “Includes Access Code”. Please note: Upon purchase of this ebook, you will be emailed a unique code to your Kindle registered email account to access the assessment. It may take up to 24 to 48 hours to receive this email with the code.” #3- Hardcopy book “Strength Finders 2.0” By Tom Rath, Feb 2007, for $15/ $20 – Amazon.com or Bookstores like Barnes and Nobel. Unique code is “sealed” with instructions found in the book. (You need an unused version for personal passcode for internet tool access .This one-use-only code will allow you to take the Clifton StrengthsFinder assessment that is included with this book. To take the assessment, visit www.strengthsfinder.com.) Tool Summary: It provides top 5 strengths, 10 ideas for action per strength and numerous descriptions and examples. It is a quick read. The Gallup organization (the same people who do political polls) developed this tool in 1998 based on their research of 10 million people. “Strengths” are talents. Associated book, “Living Your Strengths: Discover Your God-Given Talents Inspire Your Community” by Winseman, Clifton and Liesveld provides scriptural references and advice for applications. Through Gallup Strengths Center [www.gallupstrengthscenter.com], an internet assessment is taken. The 35 minute assessment consists of 100+ matched pairs of statements. Your responses are categorized into 34 talent themes. Critical issue- Timed Responses (@ 20 seconds each). This has high validity ! Used by millions to discover and develop talents. Great Value! Accessing Tool: http://www.gallupstrengthscenter.com or http://strengths.gallup.com Procedure: 1. Click Access Code - upper right corner and enter Access Code 2. "Take Clifton Strengths Finder Assessment." 3. Register...setting up your account! (Once complete your reports will be there for you to access) 4. Review the example questions; Each question has a range of responses (“Never” to “Always”).

5. Each question response...Timed @ 20 seconds each! Extra Credit: You can get an extra book, an excellent Christian interpretation - “Living Your Strengths” by Winseman, Clifton & Liesveld.

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Homework – Holland Interests Assessment Background This tool, Holland’s SDS ( Self-Directed Search), “aids people making education and career decisions based on “likes” or interest level.” It utilizes the Holland Codes/ Holland Occupational Themes (RIASEC) which is based on John Holland’s theory that both people and work environments can be classified according to six basic types, Realistic, Investigative, Artistic, Social, Enterprising, and Conventional. It has been validated, used by Department of Labor since 1950’s, has numerous validating studies and it has been taken by millions. Sources ( Pick one) online or at a Massachusetts Career Center 

http://www.onetcenter.org/ Click on “O*Net Sites”, “Resource Center” and select “Interest Profiler”.

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Workshops @ Milford : www.workforcecentralma.org or Framingham: www.etrcc.com o

"Career Directions I and Career Directions II" at Milford Career Center, Fortune Blvd. ( This is the full version of "Holland Interests" assessment). These are two 1/2 day free sessions, back to back. OR…

o

A different Milford workshop: " Exploring your Career Options" is what one certified instructor called the "lite version". Framingham offers the same as "Skills Assessment". It may be close enough... it depends on your availability for the two half day version or either of these single half days (lite version).

Taking the Assessment The SDS asks questions about the individual’s aspirations, activities, competencies, interests, and other selfestimates. It takes about 20 minutes to complete. It uses 291 items across 30 categories. There is a bonus, it connects to O’NET data base of occupations Understanding the Three Letter Code Take the assessment, save not only the three letter output but also the point totals for all outputs. The following is an example for one job seeker: Code for types of jobs:

E

R

S

( Enterprising, Realistic and Social)

Points

37

34

31

( after “S”, other points were much less)

There was no “dominant trait or traits”. According to experts, you need > 8 points difference between any of the letters, in order to eliminate the interest in analysis. In this example we had three interests, all having less than 8 points difference. This means that all three are approximately the same intensity. Since there is no dominant trait, we can switch the letters when looking for new career possibilities: RES, RSE, SER, SRE, ESR… Preparing for Analysis of Results Holland Definitions ( which could be used in word search): E R S

People who like to work with people—influencing, persuading or performing or leading or managing for organizational goals or for economic gain. People who have athletic or mechanical ability, prefer to work with objects, machines, tools, plants, or animals, or to be outdoors People who like to work with people— to inform, enlighten, help, train, develop, or cure them, or are skilled with words.

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Myers- Briggs Type Indicator (MBTI) Personality –based Assessment Summary: Myers-Briggs Type Indicator® (MBTI®) helps participants identify their job preferences and better understand how they apply to career decisions and job search strategies. This tool has been validated over the years and millions have used this assessment! A huge amount of analysis is available for not only guidance on “type (of jobs) and careers” but also how we live and work with others. This is a more complex analysis and not as easy to apply to career exploration. Source: This is a FREE, 3 ½ hour workshop through many MA Career Centers. Or use the internet version Myers-Briggs Type Indicator® (MBTI®) for $50 @ https://www.cpp.com/en/index.aspx 16 “Types” and suggested careers, visit: http://www.personalitypage.com/html/portraits.html ISTJ - The Duty Fulfillers ESTJ - The Guardians ISFJ - The Nurturers ESFJ - The Caregivers ISTP - The Mechanics ESTP - The Doers ESFP - The Performers ISFP - The Artists ENTJ - The Executives INTJ - The Scientists ENTP - The Visionaries INTP - The Thinkers ENFJ - The Givers INFJ - The Protectors ENFP - The Inspirers INFP - The Idealists

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Exercise – Considerations Other titles: “The Flower” (What Color is Your Parachute) or “One Piece of Paper”( Lee Hecht Harrison)

Instructions Worksheet: Before you start searching and then interviewing for a position, you want to make sure you are aimed at the best job that fits. This goes beyond just knowledge, skills and abilities (KSA’s) and CONSIDERS other things. Spend time to think through each of these categories, write down what a preferred job would include and then prioritize the categories. Make sure you CONSIDER how to avoid past bad experiences. If you are offered a position you can then evaluate it against your prioritized CONSIDERATIONS.

Ideas/ Examples for this exercise: My favorite/top knowledge, skills and abilities? (list the top 3-6 for yourself)

Where?  Do you have a preferred location or city? Geography? 

Willing to move or relocate?



What is the maximum time length of commute?

Favorite people environments?  Your favorite office or company culture? What kinds of people do you like to work with? 

What is the managerial style that fits with yours



Do you want to be part of a team or work independent



Does the size of the company matter



Do you have special needs? Child Care?

Values, interests and goals?  What field of work is defined by “Your favorite interests? 

Is there a favorite “industry”?



Are there specific values you want the organization to have?



What is God’s purpose for you? (Rick Warren’s Purpose Driven Life)

Favorite working conditions?  Hours? 

Overtime required?



Business travel?

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Do you want to work inside a building or work outside?

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For the physical environment, do you want windows? Does it need to be quiet?

Salary and level of responsibility (Job level/title)

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Exercise- Considerations Things to Consider About a New Job My Top 6 Skills

Priority Where? (Location, Commute?)

(Describe why)

People Environments

(Describe why)

(Culture/ Relationships/MgrStyle)

Values/ Interests/ Goals

(Describe why)

Working Conditions ( shift, overtime, amount of travel )

(Describe why)

Salary and Level of Responsibility

(Describe why)

Adapted from Richard Boles,” What Color is Your Parachute”.

Think, List, Prioritize 9

EXAMPLES of Elevator Speeches Rob Dandrade – Elevator Speech – 2013 Hi. My name is Rob Dandrade. I build communities…and I’m not in the construction business! I build people communities while providing engineering program management for Research & Development organizations, helping them develop a customer centric culture. My unique mix of experience, expertise and skills allows me to build professional societies or “learning” communities, teams or consortiums finding practical solutions to complex problems. (62 words) I am a Lean Six Sigma (Black Belt) trained professional with expertise and experience in customer satisfaction and customer loyalty. But… my real gift and passion is bringing together and engaging people as a community. I have worked for and with some of the top companies in integrating customer, business and employee needs…Companies like Boeing, Dow Chemical, Fidelity Investments, HP, Motorola, 3M, MBNA, and Toyota USA. (46 words) (Expanded Elevator) A few years ago, I co-founded one of the first multi-company networks focused on shared best practices for customer loyalty. At the time it was a very complex problem for most companies. Most recently I co-founded a Job Search Workshops for MetroWest where we teach the best practices used by outplacement vendors and bestselling authors. 400+ people from across the MetroWest and Worcester areas have benefitted. I may be able to help you! If you want to learn more, please visit my LinkedIn site or see me. (88 words) Wende Malster – Elevator Speech 2015 My elevator speech is best represented by the introduction to my business, M2-Partners, of which I am a Principal and Managing Director… (129 words) We deliver: Exceptional Experience, Hands-On Service, and Proven Results. I am considered to be one of the most successful Executive Search professionals specializing in Human Resources in the New England area. I have worked with my partner for more than 15 years, finding outstanding HR leadership for high-growth Fortune 500 companies as well as start-up ventures in a full spectrum of industries from hi-tech and life sciences to financial services and hospitality. We don’t just recruit employees, we build highly effective HR teams that enable corporations to attract, retain, and promote top talent—talent that drives innovation, productivity and success. Our placement track record is exceptional: over 90% of our candidates are retained for more than one year and over 70% are promoted within three years. Expanded Elevator

(+ 109 words)

I have over two decades of search and placement experience in Human Resources and Financial Services. I am a meticulous “detective,” uncovering the real needs of each client and developing a detailed picture of the skills, leadership style, temperament and other intangibles a candidate must possess to succeed in each position. My proven discernment and genuine commitment to client satisfaction has resulted in exceptionally high rates of retention and advancement for my clients. Prior to starting my own practice, I was a Vice President at Gatti & Associates where I recruited HR professionals for companies such as GE, Bain Capital, Sonesta, Moderna Therapeutics, and Rhode Island School of Design. 10

EXAMPLES of Elevator Speeches Lyn Baird – Elevator Speech – 2015 I’m in the business of changing ideas into products. I’ve done it, measured it, coached it and made it work better. My interest started back when I was new to consulting services. A software partner kept pressuring us to help sell their technology. I researched the situation and learned that we had significant expertise in that area, but we were generating little revenue on it. Why? It turned out that customers weren’t interested in the technology. But they were becoming interested in IT security, and IT security depended on the technology. We could make a business out of this. So I put together a proposal and was given some seed money, and that’s how Hewlett Packard’s identity and access management services business got started. It was fun. And for much of the time since then I’ve been on the business side of changing tech ideas into products. At present I am with MathWorks, helping product managers get ideas to market. So as I tell you all this what comes to your mind? How do you relate to all this? ( 179 words) (expanded elevator) …Tell me more… I can draw on my engineering background, and my certifications in Project Management and Program Management (PMP and PgMP). But I find in practice I rely over and over on five basic skills: 1. Study the facts until I can see what others have not. 2. Create a simple, visual framework to help others see what I’ve seen. 3. Get things moving by getting things organized. (That’s what I do best, so I throw my best into it up front. Like the story of stone soup.) 4. Find and recruit credible help, people who really understand the technologies and the markets. 5. Work within the culture. Find conservative approaches to advance a subversive agenda. ( 114 words) …So what do you do now?... Currently I am a Lifecycle Marketing Manager with MathWorks, a provider of technical and computing software. I coach product managers to craft business cases and launch plans, and get these proposals matured through executive reviews (like Shark Tank, but friendlier). Along the way, I improve our planning tools and adapt them as we expand into new business models. (58 words)

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Exercise - Elevator Speech Worksheet Create your own Elevator Speech. This should be a 15-30 second statement that describes your experience when someone asks you the infamous question, “Tell me about yourself.” Some guidelines: Be brief and concise (ex: I am a recruiting professional who specializes in the search and placement of Human Resource people.)

Choose no more than three (3) specific things to include (ex: My work focuses on all areas of HR, including training, generalist, compensation & benefits, and I have done work in industries such as financial services, biotech, consulting, and higher education.)

Add a statement about strengths, accomplishments or results-oriented numbers to back up what you have already said (ex: I’ve been working in recruiting and search for 16 years, and have many examples of candidates I have recruited being promoted multiple times within the organizations I have placed them in.)

Finish with a question for the person you are speaking with (ex: May I send you a copy of my resume in case there is anyone in your network who I could connect with?)

Practice your Elevator Speech with someone in your family, a friend, or just in front of a mirror! Bring it with you so we can share and offer feedback to the next session.

Wende Malster, Principal, M2-Partners; Copyright 2013, All rights reserved, Reprint permission March 2014

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Marketing Plan for Rick Frazier xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx [email protected]

Professional Objective: Senior Marketing and Business Development Manager

Preferred Functions: Marketing Management Partner and Alliance management Business and Marketing Planning Business Management and Development Solutions Management Customer engagement and Messaging

Positioning Statement: Strong customer knowledge and a thorough understanding of the selling process combine with strong manager skills and a focused passionate personal style

Competencies: Business Management and Development

Business and Marketing Planning

Partner and Alliance Management

Marketing Management

 Business Management and Development for Services business  Managed business management and development team for vertical industries in business Critical Servers  Managed business development team and investment review board for Compaq Business critical solutions Group

 Business and Marketing planning for Services business  Business and marketing planning lead for multiple server and solution groups  Led product operations team (pricing, product planning)  Led marketing operations and planning for Enterprise Systems Group

 Managed ISV Alliance partner management teams at both worldwide (WW) and country levels  Managed GSI Alliance partner management teams at both worldwide (WW) and country levels

 Led product marketing for US VAX, US Alpha, WW Alpha, WW Windows Desktops and Servers, WW Business Critical Servers  Led Worldwide Enterprise Marketing

Target Market Characteristics: Geographic Location: New England or North Carolina Industry or Type of Organization: Information Technology Industry (Software, Systems, Services, Solutions), Telecommunication, Health and Life Sciences, other High Technology Size of Organization: Organizational Culture: Target List: 13

ROBERT DANDRADE- Search Plan www.linkedin.com/pub/robert-dandrade/13/a54/41b/

[email protected]

Objective: A vocation, volunteer or part-time, that satisfies my passion of engaging people and helping them come together to learn how to resolve complex problems. For example, planning and searching for a new career or job.

Elevator Speech: I build communities…and I’m not in the construction business! I build people communities while providing engineering program management for R& D, helping develop customer centric culture. My unique mix of experience, expertise and skills allows me to build professional societies or “learning” communities, teams or consortiums finding practical solutions to complex problems. I am a Lean Six Sigma (Black Belt) trained professional with expertise and experience in customer satisfaction and customer loyalty. But… my real gift and passion is bringing together and engaging people as a community. I have worked for and with some of the top companies in integrating customer, business and employee needs…Companies like Boeing, Dow Chemical, Fidelity Investments, HP, Motorola, 3M, MBNA, and Toyota USA. A few years ago, I co-founded one of the first multi-company consortiums customer loyalty. At the time it was a very complex problem for companies. Recently I co-founded Job Search Workshops for MetroWest where we teach the best practices used by outplacement vendors and bestselling authors. 400+ people from across the MetroWest and Worcester areas have benefitted. I may be able to help you! If you want to learn more, please visit my LinkedIn site or see me.

Competencies/ Skills:      

Confidence …persistent; yet patient; optimistic and upbeat Motivating… passionate and enthusiastic; a consensus- builder; engages people Communicator… articulates strategic direction; integrates disparate parts/ business & technical aspects Pioneer/ Explorer … open to change; flexible, looks for options Thorough/ Comprehensive …results orientation; personal effectiveness/ organized Character… trusted; loyal

Target Functions/ Ideas:  





Expand Job Search Workshops non-profit events to state funded or community activities ( assumes volunteer efforts) Forum leader for Peer Networks/ LinkedIn communities, Blogs for TCE/ Customer Loyalty ( assumes volunteer efforts) o Total Customer Experience Leaders o ? CEM Professionals o ? Customer Experience Network; ? Customer Experience Professionals o ? Customer Experience Management Professionals o ? Employee Communications and Engagement; ? Employee Engagement Help Consulting Firms or Non-Profit Retiree Networks for TCE/ Customer Loyalty or Employee Culture (only work for people I respect and trust) o ?? Temkin – mentioned by xxxxxx o (various consulting companies) ?? Support Small Business “Office Hoteling” - coordinate training, social, etc o http://launch.hubboston.net/ o http://www.spacewithasoul.org/

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Script from Networking Scenarios Audio Recording Dialogue Narrator: NETWORKING SCENE 1. Sam, who is seeking work meets with Barbara a bridger, whom Sam knows from church. Barbara recently retired as an engineer. Note, in this scenario, Sam “treats” Barbara as a "Bridger", someone who might introduce him to other contacts of interest. Sam gives a version of his elevator pitch. Sam: Barbara, thanks for meeting. As I explained, I'd appreciate getting your thoughts on aspects of my work search. Barbara: OK, Sam. I don't know much about what you do, but let's give it a try. Sam: So I've handled a several roles in retail book selling – inventory, customer service and, most recently, store management. I've done well at recruiting and retaining well-rated employees. At one point I was assigned to an underperforming store, and led it to above-store-average sales for two years. With this background I'm looking at management positions with book stores – either chains or small merchants – anywhere in the Boston area. So is this understandable? Does it make sense as a direction for search? Barbara: Well, it certainly builds on your strengths. Have you considered other kinds of retail? Perhaps your strengths might apply to other things besides books. Sam: That's a good point. I had thought about that, and should consider it more strongly. After all, brick-and-mortar bookstores seem to be on the decline. Barbara: The other thing that comes to mind is distribution. For example, Academic Press has a distribution center near here, in Ridgefield. I know because I drive by it periodically. Some of your people management and operations knowledge might work with something like that as well. Sam: I had never thought of that, and I did not know they had anything nearby. I'm adding that to my list of target companies. Here's the list. [Sam shows the list to Barbara.] Perhaps you can think of some other companies I should be considering. Barbara: Let's see. So I used to know somebody with Binders. Ian Insider. He did something with logistics as I recall. That might be someone good for you to speak with Sam:

That would be great. So you say he was in logistics?

Barbara: I'm not sure. I recall something like "business planning" in his title. Sam:

That sounds interesting. Do you think you could introduce us?

Barbara: Yeah. So first let me try to reconnect with him. It's been a while. I'll let you know. Sam:

Great. Thanks. So whom else should I be speaking with?

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Dialogue Barbara: Hmmm. So do you know Richard Retiree? Sam:

Not that I am recalling.

Barbara: So Richard used to own a small chain of Christian bookstores. He goes to our church. He's been retired a while, but maybe he could help. If you like, I could introduce you to him. Sam:

Yes, please. That would be great. So, who else comes to mind?

Barbara: Hmmm. That's about it for now. Sam: This has been really helpful. Thanks so much for your time and thoughts. I've got down that you will introduce me to Richard, and try to reconnect with Ian. Did I get that right? Barbara: No problem with Richard, and I'll see what I can do regarding Ian. Sam: If you like, I can send you a few words about me that you might want to pass along to Ian, so he will know my background. Barbara: Sure. That makes it easier. Sam:

Great. Let's be sure to keep in touch.

Barbara: Yes, keep me updated. And if anything else comes to mind, I'll let you know. Narrator: Within an hour after the meeting, Sam writes down everything he can remember from the meeting.

Narrator: NETWORKING SCENE 2. Barbara the bridger has reconnected with Ian the insider and confirmed Ian is still with the firm, Binders. Barbara had asked Ian to speak with Sam, and Ian agreed. Barbara told Sam all of this. We now find Sam composing an email to Ian to arrange a phone call. Note, in this scenario, Sam starts with email, typically the most comfortable for most contacts. Sam connects back to the Barbara the bridger and leverages that trust. He states his purpose and introduces himself briefly.

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Sam: [SW pauses from typing.] OK. So let's see if this email is ready to send to Barbara’s friend, Ian. [Sam reads.] Subject: Barbara Bridger Hello, Ian. Barbara Bridger suggests we speak. She feels your advice regarding book retail and distribution could be helpful, as I look toward work in that field. Most recently I was with Fast Books, and prior to that with The Corner Bookshop, a small New England chain. I've worked in inventory, customer service and store management. I do not expect, and Barbara did not imply, that you would know of any immediate opportunities for my consideration. Rather, I’d like to speak with you about the book business and Binders in general, and get the benefit of your comments. I hope at some point we may speak in person, but as a start perhaps we may speak by phone and see what makes sense from there. To avoid missing each other, may I suggest you reply with a couple of date/time slots that work for you, and the phone number you prefer I use, and I’m sure I will be able to line up with at least one of the slots. Day or evening is fine with me. Thank you for your interest, and I look forward to speaking. Sincerely, Sam

 Narrator: NETWORKING SCENE 3. After two weeks, Sam calls Ian at the appointed time. Note, in this scenario, Sam connects back to Barbara the bridger, reminding Ian of the transfer of trust . He also states again, "This call is not about specific job opportunities..." Sam:

Hi, Ian. This is Sam Seeker. Barbara Bridger suggested we speak. How are you today?

Ian: OK, thanks. And you? Sam: Well, thanks. I'm calling as a part of my research about distribution, and particularly book distribution; so naturally Barbara thought of you. Please be assured this call isn't meant to focus on specific job opportunities, but on learning. So I'm looking forward to any advice or information you may be able to share. Before we get too far, though, how are we on time? Are we good for 20 minutes? Ian: Yes. I do need to wrap things up at 11:00, though.

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Sam:

OK, fine. I'll watch the time for us.

Most recently I was with the Fast Books chain. The chain experienced financial difficulties, and just last month my position ended due to store closings. So now I am researching opportunities in book distribution in the Boston area. As I said in my email, I've handled various roles in retail book selling – inventory, customer service and, most recently, store management. I've done well at recruiting and retaining employees. At one point I was assigned to an underperforming store, and led it to above-store-average sales for two years. So I'm looking to reapply my experience in a position in distribution, for an organization such as Binders. And I am interested to sharpen my thinking along these lines. Does that make sense so far? Ian: Yes. So far I'm following. Sam: Barbara has shared a bit about you, but I'm interested to know more. If you would, please tell me about your work, and how it might relate to what I've shared so far. Ian: Sure. So I'm trained as an Industrial Engineer. I was in the manufacturing end of high-tech until that moved off-shore. Then I got into the logistics and distribution end. Later we wanted to move closer to family. I saw a position with Binders, and applied, and so here I am. Sam: That's interesting. So I'm looking at first-line supervisor positions. What do you see as success factors for that kind of role in the field of distribution? Ian: Of course people skills are essential. Also organizational skills. Some feel for distribution and logistics is good as well. Sam: That makes sense. I see we are coming up on 11:00. I'd like to think about what we have covered so far, and then get back with you to take this further. How about if we look at a time next week we could meet for coffee and speak a bit more? Ian: Sure. I could spend a few more minutes next week. Sam:

Any morning works for me.

Ian: Tuesday works for me. Sam: There is a Starbucks about a quarter mile from your office. How about 7:30 AM Tuesday there? Ian: Fine. Sam: I'll send out a reminder for us. This has been helpful. Thanks so much for your time and thoughts to this point.

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Narrator: NETWORKING SCENE 4. Sam and Ian meet at the appointed time. In this scenario, Sam again connects Ian back to Barbara. Sam reviews his purpose, followed by his part of his elevator pitch, tailored to focus in first-line supervisor jobs in distribution, and concluding with what he wants from the meeting.

Sam: The phone conversation was really helpful. I'm glad Barbara Bridger suggested we speak. I have been very busy since our phone call as I am sure you have . Forgive me if I’m repeating things you remembered… most recently I was with the Fast Books chain and my position ended due to store closings. I've handled various roles in retail book selling, especially doing well at recruiting and retaining employees. In one case I successfully turned around an underperforming store. So I'm looking to reapply my experience in a position in distribution, for an organization such as Binders. In particular I'm researching how the first-line supervisor roles work in distribution. So I'm interested in getting your further thoughts, and really appreciate the opportunity to continue the conversation. By the way, what's our time looking like for today? Are we good for 30 minutes? Ian: Um, so yes, I should probably be heading to the office around 8:00 or so. Sam:

Sure. So I'll keep that in mind.

As I recall, you moved from high-tech over to the book world. How did that go? Ian: Actually pretty smoothly. For what I do the knowledge of logistics and distribution was more important than the specifics of the products. Sam:

So please tell me about your current role, and how it might relate to first-line supervision.

Ian: I lead a small team responsible for business planning and scheduling. First-line supervisors apply the results of our work. Sam: That's interesting. So I saw an article online about how a few industries are recovering fast enough that keeping good employees is a challenge. How do organizations such as yours keep their good employees? Ian: That's a somewhat touchy subject just now, because cost of replacing people is getting scrutiny. These days stability is the big draw. You want to demonstrate a stable work opportunity with fair pay. Sam:

So what role do you see your first-line supervisors playing in that effort?

Ian: Everything. That's the face of the company. Sam: So based on what I have shared about my record retaining good employees, and the rest of my background, would you think a first-line supervisor role in your industry would make sense for me to pursue?

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Ian: I would not discourage that. There may be some technical gaps, but it appears your strengths are where they should be for that kind of role. Sam: So I've seen that Binders is advertising openings for first-line supervisors, and have applied online. I'm wondering whether you might consider helping to bring my capabilities to the attention of a hiring manager? Ian: Maybe I could help. I'm not personally aware of the position, but I can check around. Sam:

That would be great.

Ian: May I have your résumé to pass along? Sam: Sure, here you go. [Sam hands Ian the résumé.] Since I've already applied online for the position, I'll also send you a pointer to that, along with my cover letter. Oh, so I see it is getting close to 8:00 o'clock. Ian: Yes, I'd better be going. Sam:

Why don't I plan to give you a call late next week to follow-up?

Ian: OK. That works. Sam: Meanwhile, I'll also send you a pointer to that article on retaining employees. They touched on some interesting ideas. And as I find related information, I'll send it your way. Ian: Good. Thanks. Sam: Thanks again for all your interest and thoughts. I look forward to touching base again next week. Ian: You're very welcome.

Lyn Baird, copyright December 2012, All rights reserved; Reprint permission 2013

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