For nearly two decades, Eric Olsen was solidly employed as a manager in the high-tech sector. But, last year his employment streak ended when he and 1.7 million other Americans were laid off.1
It took Olsen several weeks, after the pink slip arrived, to recognize the critical importance of maintaining a career network. “I shortchanged myself while I was employed by not interacting with as many people as I could and should have,” he says.
Hitting the want ads and Internet job boards in search of a new position, Olsen was getting nowhere. Then something clicked. “I realized that networking was the only technique that yielded any results,” says Olsen, a Marriott School business management graduate.
While relearning how to network didn’t come easy, Olsen’s efforts eventually led to new contacts and several offers. “At first, networking felt like I was exploiting my friends,” he explains. “I was concerned about sounding more like a salesman than a peer. I got past that when I saw how willing most people were to help. I learned it’s important to be genuine and show appreciation for any leads offered.”
Although Tina Ashby is not out of a job, she also understands the value of networking. After devoting twelve years to the finance industry, she chose to be a stay-at-home mother. In addition to her family activities, Ashby has kept her professional relationships intact while growing a new network of contacts as a part-time, freelance writer.
“A key to networking is developing solid mentoring relations with superiors and good working relationships with colleagues,” says Ashby, a Marriott School MBA graduate. “Those relationships can continue to be nurtured after leaving your place of employment or exiting
the workforce.”
Job security has become an oxymoron for many in today’s business environment. Unemployment is at a five-year high. And, most workers will change jobs at least ten times before retiring.2 As a result, more business professionals are learning that networking is a solid long-term career investment strategy. It is more important than ever to grow, nurture, harvest, and share the fruits of a strong network.
GROWING A NETWORK
Experts estimate more than 60 percent of managerial level jobs are filled by word of mouth.3 Jared Taylor, a corporate recruiter for Motorola, Inc., in Phoenix, agrees that those who find their optimal jobs spend a lot of time networking. He says most of the hiring managers he has worked with at Motorola already have candidates in mind for openings. “They are usually people they have met through an informal or professional network,” he notes. Taylor believes networking can help applicants get past barriers. “It will not guarantee you the position, but it may help you get on the list of candidates and provide quick feedback on your chances,” Taylor adds.
Growing an informal or professional network doesn’t happen overnight. Like a garden, it begins with planting seeds in fertile soil.
Planting Seeds
As Olsen discovered, it’s best to grow your network of contacts before you find yourself unemployed. Taylor calls this the “counterintuitive nature of networking,” because it requires building a network when you don’t think it’s needed. Taylor illustrates this point by telling about
his former manager, who effectively networked for more than fifteen years.
“Whenever he had a project to work on, he would contact his friends in the industry and solicit their assistance,” explains Taylor. “He would also ask them if they knew certain experts in the field and then invite them to work on the project.” Through this method, he built a large network of contacts he could work with at a moment’s notice. This manager was recently affected by Motorola’s downsizing—but his network quickly led him to another job.
As is often the case, Taylor’s manager benefited from networking in two
ways: he improved his business while constructing a safety net. Growing a network can be as simple as investing in relationships you routinely encounter on the job.
Taking time to make more than just an acquaintance with those you interact with may not only plant future seeds for job possibilities but also help you progress in your current job and expand your company’s clientele.
Rick Hutchins, a senior tax partner with Novogradac & Company LLP in San Francisco knows how important it is to extend yourself when you have the opportunity to network. He says it’s not always easy and requires discipline. “After speaking at a conference, it would be easy to return to my hotel room, make phone calls, and do client work,” says Hutchins, a Marriott School MAcc graduate.
“But, I would miss a prime opportunity to meet new clients and strengthen existing client relationships.” Although it requires an active approach, Hutchins says the exertion to network almost always pays off—for his company, himself, and his clients.
Fertile Soil
Taking an active approach to networking within your professional circle is a good start, but there are plenty of other fields to plant. Many promising leads are unearthed by coincidence through casual interactions with acquaintances, friends, and others outside of your circle.
The following list of networking resources is a compilation of suggestions from Marriott School alumni and job search experts:
Trade and Professional Associations—Associations are a built-in, prefabricated network of industry sources.4 The Encyclopedia of Associations, found in most libraries, is a good resource for determining which associations exist in your field and geographic area. Most associations have meetings or special events you can attend before becoming a member. While attending any activity, it is important to be genuine and assertive. The golden question is: Do you know someone else I might speak with?5
Taylor recently saw how being involved in professional associations increases visibility. He was asked to hire a marketing manager with credit union experience. Because of the specialized skill set, he was having difficulty finding the right candidate. A hiring manager found a qualified candidate through a local credit union network and sent Taylor her resume. “Her superior skill set and seven-years of industry experience put her ahead of the other applicants, and she was hired,” says Taylor.
Professional Skills Classes or Continuing Education—Gaining more exposure to current practices in your field or in your hobby area will strengthen your skill set, introduce you to contacts, and sometimes even lead to a new career path.
Julie Butler, a student at Arizona State University, learned the value of new educational opportunities. She attended a lecture series luncheon offered by the Arizona Chapter of the Management Society. She was so inspired by speaker Sharon Slater, a United Families International (UFI) representative, that Butler approached her to express her interest in the topic. “The next thing I knew I was on my way to New York City for my first United Nations Conference,” Butler reports. Since then, she has attended several more conferences and completed an internship with UFI.
Church Contacts—In 2001, Church em-ployment services helped place more than 150,000 people worldwide. More than 66,000 of these job placements originated at the ward and stake level, says Michael Anderson, manager of field operations for the Employment Resources Services Division of the Welfare Services Department.
Despite positive results, many still hesitate to network through Church members or approach ward employment specialists. Among many reasons, alumni report that they feel uncomfortable or embarrassed discussing their job status. Others are nervous they will be judged by their employment or financial situation. In response to these concerns, Anderson reminds professionals of the benefits of networking and the willingness of most members to help.
Careful not to imply that LDS professionals should feel obligated to
hire other LDS people because of their religious affiliation, Anderson points out, “Networking is not getting matched to the perfect job. It’s opening doors and providing opportunities to sell yourself based on your credentials and skills.”
Volunteer Work
Volunteering not only provides an informal atmosphere to meet people from various backgrounds—diversifying your network—but also helps you focus on others as you serve. Volunteering can also give you a chance to sharpen and showcase your skills in new environments. For example, if you have a background in accounting, you could volunteer as treasurer for a local organization.
Freelance Projects
Freelancing is some-thing to consider regardless of your work status. Freelance projects provide an outlet to meet and work with people outside your daily routine as well as extra income that could become your only income when unemployed.
Ashby’s first freelance writing project was the result of a casual phone conversation. “I called a former colleague to see how things were going at the company,” she says. “It turned out they needed my experience to help write a report on short notice—one of my former job responsibilities.” With that report, Ashby launched her freelance career. “I enjoy my flexible schedule as a part-time writer and the exposure to new perspectives and opportunities,” she says.
If, like Ashby, you have a knack for writing, you might consider submitting articles to trade magazines or local newspapers on topics that may interest potential employers. You not only get your name out there as an employable expert but also add to your resume.6
Temporary Employment
Temping can be very effective because it gets you inside a target organization. This option places you in a position to meet hiring decision makers and learn of new job openings. The key to this resource is making a favorable impression during your temporary stay.
Nurturing a Network
A growing network needs constant care and upkeep. It can suffer from too much or too little attention, and it’s up to the individual to find the balance. Because you will most likely be unemployed or need to make a job change more than once in your career, it’s important to properly nurture networking contacts the first time around. Your behavior may determine not only their immediate impact on your career but also how much they’ll be willing to help you in the future.
The following dos and don’ts are designed to help professionals find the right nurturing balance.
Dos
Establish good records—In a secure place, (i.e., Rolodex®‚ or Palm™ handheld), write down contacts and referrals as well as details to help you remember who they are and where you met them. Also record the dates you call, email, or meet with contacts or referrals. You don’t want to be the one who forgets to call back.
Keep in touch—A thoughtful hand-written note in a holiday, birthday, or thank-you card is a nice gesture letting friends, family, and business associates know you’re thinking about them. A short personal email may also be appropriate. On a more formal note, sending clips or articles about relevant business topics to associates or supervisors is a way to be helpful while staying in touch.
Prepare—Before calling or meeting with a referral or contact, do your homework. By learning about your contacts and their companies, you can decide beforehand specific information you would like to gain from the interaction. Remember you’re not asking for a job, you’re asking for information.
Don’ts
Don’t lose interest—Inconsiderate net-workers milk short-term interactions. To show that you’re not solely interested in personal gain, don’t lose interest in people after they’ve helped you. Contacts who’ve been burned, demeaned, or simply forgotten often become cynical and less willing to help others. 8
Don’t keep contacts in the dark—Once a contact has given you a lead, make sure you keep him or her updated. Even if nothing comes of the lead, it’s important to show that you’ve followed up. If something positive comes of the lead, you should be the bearer of good news.
Don’t forget your business cards—You shouldn’t underestimate the importance of a tangible reminder and easy access to contact information. Hand out cards generously, and consider enclosing cards in follow-up communications.
When all goes well, the nurturing networker creates a treasure that goes far beyond help in securing employment, says Douglas B. Richardson, vice president of the Mayer Leadership Group in Wayne, Pennsylvania and a career columnist for The Wall Street Journal. “Thoughtful, considerate networking creates lasting sources of information, support, and friendship that pay dividends in countless other contexts.”9
Harvesting a Network
Harvesting the rewards of a strong network may take place throughout your career, when you change jobs, become unemployed, or reenter the workforce. No matter where you are in the career cycle, you should feel comfortable tapping into your network—a skill that requires practice.
When approaching contacts, Richardson advises practicing the three Cs: concise, casual, and conversational. “A networking meeting isn’t a sales transaction,” he says. “It’s about building trust, gaining visibility, gathering anecdotal information, and creating a favorable lasting impression.” Richardson also says networkers will get optimal results from their contacts if they respect time, offer to help, keep confidentiality, and value gratitude.10
Taylor also has a few tips for networkers. He says the best approach to networking is to come prepared with specific questions. “It’s much easier to help someone when they know what they’re looking for,” he adds. “It’s hard to help a person who says they’ve done it all and can do anything, or a person who is not open to new perspectives or ideas.”
Hutchins agrees that specific questions are important. He usually begins client-networking interactions by asking how their business is going and what they are doing differently this year to improve over last year’s results. “As they tell me about their strategies, I try to see what I can do to assist them with their success,” he explains. “Often, my best networking comes from introducing them to someone in a related industry who can help with accomplishing their business plan.”
Illustrated in Hutchins’ approach is a crucial networking element—listening. Dale Carnegie, author of How to Win Friends and Influence People, said, “You can make more friends in two months by becoming really interested in other people than you can in two years by trying to get other people interested in you.”
Listening helped Olsen feel more comfortable calling his contacts. “I got over my anxiety by first, letting people know that I appreciated a chance to talk to someone in the real world again and second, by asking about events in their life or around the office and honestly listening to them.”
Harvesting techniques are as varied as the people you contact and may not always yield positive results. Don’t give up on networking if you don’t see immediate results. Not all seeds planted will take root. It’s often the fifth or more generation of referrals that lands you a position.
Sharing the Fruits
Growing, nurturing, and harvesting a network revolve around how others can help you. But how can you help others? Networking should be more about giving than taking. As a contact in many other people’s networks, you should be generous with your assistance. You may be able to assist both those seeking jobs and also those hiring—maybe even your own company, client, or family member.
Hutchins says one of his clients is still thanking him for an introduction he made five years ago. His accounting firm had a client who was leaving the affordable housing industry and looking for someone to buy a partnership interest in several real estate investments. Hutchins told his largest client about the potential sale. They quickly made contact and purchased the entire portfolio.
Olsen had a different experience. As a young father seeking employment, he stopped to see a former associate while on a family vacation. At their previous employment, Olsen spent many after-work hours tutoring his colleague. His friend now held a position of influence in a large and growing company. Olsen briefly explained what he had been doing
and what type of work he was seeking. To his surprise, his former colleague responded coldly and offered no real advice or assistance. “From that experience, I gained a conviction that if there is anything I can do to help someone find employment, I will do it,” says Olsen.
Anderson wishes all church members would embrace similar convictions. “Members of the Church need to understand that we all have the welfare responsibilities of being self-reliant and caring for others,” he says. “To do so requires us to help each other both spiritually and temporally.”
Anderson explains that priesthood quorums and Relief Societies provide opportunities for members to help members and can be useful networking organizations. President Gordon B. Hinckley said, “I am satisfied, my brethren, that there is enough of expertise, of knowledge, of strength, of concern in every priesthood quorum to assist the troubled members of that quorum if these resources are properly administered.”11
Taylor believes Church groups are a largely untapped resource. “There are many members willing and able to help, but they are rarely asked.” For members who don’t feel comfortable asking, Taylor suggests using the ward employment specialist. For example, Taylor says, “A ward employment specialist can take a few seconds during a meeting and say, ‘I’m working with an individual seeking opportunities with the following companies. Does anyone have a contact inside these companies?’” He or she can make a note of those who raise their hands and deliver these names to the job seeker.
Helping others in the networking process doesn’t always include referrals. It can be anything from a concerned phone call to an honest answer. Olsen is grateful for Church members, friends, and associates who reached out to him while he was unemployed. “Unemployment can have a terrible effect on the psychology of someone who has worked most of his or her life,” he explains. “There is a loneliness that comes with being ‘out of the loop’ for an extended period of time.” Olsen appreciated lunch invitations and phone calls from his friends to share any kind of news “even if they didn’t have any job leads.”
Happy to be back at work, Olsen says he’s gained a new perspective about taking time to develop relationships, “You can limit your future by focusing too much on the tasks at hand,” he says. “Building and expanding a network of relationships can enrich all aspects of your life.”
Olsen understands networking is about using shared interests to develop and maintain mutually beneficial associations. Done right, networking is a lifelong, evolutionary process. Whenever you talk with others and seek their opinions to make an informed decision—whether it’s about investments, current events, or leisure interests—you could be on your way to growing your next job.
BYU Management Society Chapters—With more than fifty chapters worldwide, the BYU Management Society is an effective networking resource for LDS business professionals. Chapter membership is not limited to BYU graduates or members of The Church of Jesus Christ of Latter-day Saints. Activities vary from business lunches to job fairs and resume exchanges. To find the nearest chapter, log on to marriottschool.byu.edu/mgtsoc/directory.
Marriott School Alumni Services—Con-necting with your alma mater and former classmates can help build a strong network. BYU and Marriott School alumni can find classmate information through an online alumni database as well as create a customized alumni-networking list around a specific job, industry, or geographic area.
Alumni can also review and update their records, post jobs online, enroll in the alumni placement database, and receive career counseling. Alumni services information is available online at marriottschool.byu.edu/services.
Personalized assistance is also available through the alumni placement office. Contact Scott Greenhalgh via email at scott_greenhalgh@byu.edu or by phone at (801) 422-6936.
Endnotes
- U.S. Bureau of Labor Statistics web site,
www.bls.gov/news.release/mslo.nr0.htm - U.S. Bureau of Labor Statistics web site,
www.bls.gov/news.release/tenure.nr0.htm - Drake Beam Morin web site, “Realities of the Executive Job Search: Fact Sheet,” News & Research link under research at
www.dbmext.dbm.com/portal/public/dbmnav.nsf - Kathryn and Ross Petras, The Only Job Hunting Guide You’ll Ever Need, (New York, NY: Simon & Schuster, 1995), 124.
- Ibid., 125.
- Ibid., 128.
- Drake Beam Morin web site, “Realities of the Executive Job Search: Fact Sheet,” News & Research link under research at
www.dbmext.dbm.com/portal/public/dbmnav.nsf - Douglas B. Richardson, “Savvy Job Hunters Learn to Network Nicely,” Career Journal, WSJ.com, www.careerjournal.com/jobhunting/networking/19981223-richardson.html
- Ibid.
- Ibid.
- Ensign, Nov. 1977, 85-86.
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Article written by J.Melody Murdock, editor
Illustrations by Neal Aspinall
