- explain the purpose of the meeting
- show how your contact can be helpful
- present your background and skills to put the meeting in context
- ask questions to elicit the information you need
- give your contact a positive pleasant experience of you
- get the names of others who could be helpful
- be considerate of their time
A common mistake people make during the networking/information gathering stage is to use the meeting as a therapy session. You do not want to inspire guilt, pity or dread. Your goal should be to make your contacts feel good about their ability to help you. It is important that you present yourself as positive, confident and self-assured, not negative, needy and desperate. Never make your contacts feel sorry for you or responsible for your situation. Do not scoff at their suggestions by saying "I've tried that and it does not work," otherwise your contacts will doubt their ability to help and begin to avoid you. If you need to express anger, bitterness, anxiety, etc., talk to a counselor or seek out a member of the clergy or a sympathetic friend before meeting with your contacts.
During your appointment you may want to address:
A. The career of the person you are visiting:
- their background
- how their interest developed in this area
- what they like best/least about their work
- their "career steps" (what former jobs they held, what they learned from each, how they progressed from one job to the next)
- that type of firm, agency or corporation
- that type of law practice
- that geographical area
- who they supervise, and who they report to
- performance expectations
- advancement opportunities
- future growth potential
- suggestions on upgrading your resume
- suggestions on interviewing techniques
- suggestions on additional educational and experiential qualifications you might pursue
- suggestions on where to go to find more information
- suggestions of others in the field with whom you could speak
Once the individual gets to know you, and you have asked questions about their career (showing genuine interest), it is their prerogative to offer further assistance. Towards the conclusion of your talk, their thoughts might naturally turn to what action they might take on your behalf.
You should express gratitude for offers of assistance and take notes if the individual suggests that you contact colleagues. You might add, "Would it be OK if I use your name when contacting this person?" If your contact offers to send out your resumes for you or make calls on your behalf, make sure you arrange to get a list of those contacted so that you can take control of the follow-up process. Assuming responsibility for the follow-up process will allow your contact to experience you as efficient and conscientious.
Should your contact not offer assistance or additional names of people to call, you might gently ask if they could suggest names of individuals to speak to who could give you more information.
You may find that the 15 minutes you asked for stretched to a conversation lasting an hour or more. This usually occurs because the individual is flattered that you came to them for advice, and are asking about things of importance to them. However, it's up to you to stick to your preset time limit, and let your contact take the initiative to extend the meeting, if he so desires.
When you meet with people on your network list, take notes about the meeting. It would be helpful to start a file for each contact. Whether you choose a sophisticated computer software program or a simple 3x5 index card filing system, be sure to include:
- the contact's name (be sure you have the correct spelling)
- the date of the contact
- the results of the meeting
- follow-up that is required and the time frame
- the person who referred you
- any personal information that may be helpful
- your impressions of the person and the organization
Follow-Up Correspondence
People who help you should be kept apprised of your job search. If a lead they provide results in an interview, let them know. Keep people informed. A note every two or three months is appropriate. Remember, the way to get a response to any kind of marketing communication is to create multiple, positive impressions. Your job search may not be the most important thing on your contact's mind. If you occasionally can remind people that you are still in the job search, other opportunities may present themselves down the line.
After each informational interview, review your performance. Did you present your skills as effectively as possible? Did you craft your questions to elicit the information you needed? What could you have done better?
Organize the information you have received. Are there new books to read, new resources to consider, additional organizations to explore, new people to meet?
Develop your plan of action based on this new information.
Send a thank you letter and reference specific follow-up action planned. As a general rule, thank-you notes should be typed, particularly if you want to be more formal or if you have terrible handwriting. Handwritten notes are fine if you have a prior relationship with the person or if the meeting was brief and informal.
It is appropriate to re contact people as you go through the process. New information may generate new questions. Additionally, your contact may be interested to learn some of the information you have uncovered.
Informational interviewing requires a long-term view, strategic planning and a commitment to working at it. It takes patience and perseverance to use this process to uncover job opportunities, but the payoff can be enormous.
