What To Do When Youre Not Sure How To Reach Out To Your Network

What to Do When You’re Not Sure How to Reach Out to Your Network Transcript Olivia Gamber: Hey, guys. We’ve obtained a question today from one of our shoppers. She’s really struggling with networking. We wanted to shoot a fast video in case a few of you might be struggling with the same scenario. One of the areas that she’s stuck is she’s recognized some companies around her goal record and the problem is, well, it’s not really an issue, it’s a great state of affairs. They got openings however she needs to do some outreach, and he or she’s struggling to place why she’s reaching out to them and what's she asking for. Kevin Kermes: The shift right here, I think, so many people feel like it’s going to be an enormous one. It’s actually a nuanced one. It starts with starting with the top in mind. The finish is you wish to take your specific skillset and find the problem you could put that weight to bear in opposition to. Better put is this. You know through your work that you solve a sure set of issues, a certain set of problems. You’ve acco mplished everything you want to in your current function. You’re on the lookout for the following place to solve these issues and that’s what you’re making an attempt to [soft 00:01:19] promote. Best place to begin … Well, Olivia will expand on this. Best place to start is with people that you just presently know because you’re not only going to get the best feedback, you’re additionally beginning to construct consensus you could leverage moving forward. Olivia Gamber: Yes. Exactly. I think with this method, it sounds to me like there could be a cold approach that really problem you to exhaust your network and see if there’s someone you realize that know someone within that company. It doesn’t need to be the hiring supervisor and even somebody exactly in that department. What you’re trying to find is data, and also you’re gathering information that helps you appropriately position yourself when you do go though immediately. That way, you have some contacts and po int of view of how you slot in. Without that upfront analysis, you’re taking pictures in the dark and the percentages are more like unsolicited mail marketing campaign because you really don’t know how to converse in the phrases of that particular person’s [issues 00:02:19]. Kevin Kermes: A couple of things that come to thoughts, one is you’re beginning to consider who do you know at the company. Immediately, like Olive stated, you consider the department. You say, “Well, I don’t know anybody in that department.” Well, think broader than that. Think about individuals who have labored there earlier than. Think about people who are prospects, who are clients who may know people, who could know somebody in a special division, can make an introduction, and you can begin leveraging and building of those so as to get warmer introductions to people to have conversations as a result of that slight change, one thing I found years ago as a headhunter, that slight change of just with the ability to say, “So-and-so informed me to call you,” or, Olivia despatched an e mail that says, “Hey, here’s Kevin. Kevin, you need to speak to so-and-so,” simply diffuses a part of that. Then, second, as you’re getting this intel from these conversations, if you get to the point that you just’re going to speak to the decision-maker or someone that’s even nearer to the decision-maker, use that intel to border out how you ask your questions. Don’t go in and say, “Well, from my research, I understand that X, Y and Z are the issues.” In many cases, when you go to department and you say that, now you’re telling them their child is ugly. They may take it instantly, be on the defensive and think that you’re telling them that they don’t know how to do their job. You know the way to do a better job, let’s say. If you ever dealt with consultants that aren’t very savvy, that is an approach a lot of instances they take. They come in instantly telling yo u every little thing that you’ve accomplished incorrect. Instead, use it to ask questions so you get them to tell you where it's that they need help. Use it as a guide to frame out your questions and take it a step again. Olivia Gamber: I assume the key point right here is you’re positioning yourself as a discerning candidate that’s really doing the upfront analysis. Not solely will that place you as a high performer, it’s additionally going to help you communicate more directly to what’s critical to that hiring supervisor. Hopefully that helps. We’d love to listen to you guys’ feedback and tell us when you’re fighting this, too, and let’s talk about it.