The objective is to show networking from contacts’ perspectives, guiding students and recent grads to professional career management.
The book is written by two career professionals with over 40 years of combined networking experience.
The Graduate Edition is inspired by the Executive Edition, featuring stories and perspectives from various career experts and executives.
Executive experiences offer insight into future expectations and teach preparation for professional life.
This section covers the importance of networking, common myths, and perspectives on its difficulty.
Effective networking is a skill that can be learned and perfected through practice, not just chance or luck.
Recruiters often dread networking requests because most meetings are ineffective, missing their full potential due to poor planning.
The 20-Minute Networking Meeting model originated from observing common failures and successes in countless networking interactions.
The majority of jobs are not posted online but are filled through word-of-mouth and personal connections in the invisible job market.
An estimated 70% of all jobs are obtained through people you know, increasing to 80% for business leaders.
The invisible job market consists of unadvertised openings filled via employee recommendations, referrals, or direct candidate contact.
Given that 70-80% of jobs are obtained through networking, it makes sense to focus job search time on face-to-face activities.
Maintaining a healthy network longer makes it more powerful with each passing year, empowering one's future.
A large, vibrant network helps you achieve goals, discover the invisible job market, and learn about hiring opportunities.
People hire people, so personal relationship building through networking is crucial, unlike impersonal social media or online connections.
Online applications face hundreds to thousands of competitors, delays of weeks or months, and require more experience to stand out.
A list of potential contacts for building a network, including those you already know and specialized groups.
Utilize career guidance counselors from your college or university, as they are valuable resources.
Include people met at conferences, training programs, seminars, and workshops in various fields.
Consider foreign exchange hosts as potential networking contacts.
Connect with fellow alumni from high school and college, and members of fraternities and sororities.
Engage with fellow members of academic, civic, athletic clubs, including former teammates and coaches.
Reach out to former coworkers from previous employers, if applicable.
Contact peers who have already entered the 'working world' before you.
Connect with individuals met through an internship.
Include members of your faith community in your networking efforts.
Expand your network by considering friends, neighbors, uncles, aunts, cousins, and even your parents' friends.
Networking groups for students and grads on LinkedIn or university career services pages are strong resources.
A scenario comparing an active networker (25 meetings) to a passive one (online focus) shows the active networker gains an advantage in the hidden job market.
An active candidate becomes visible in the invisible job market by being in the network, making them more likely to get a job.
University Career Services departments are an extended network, offering career advice and connections to alumni and professionals.
Tom Colosimo states Career Services focuses on networking and assembling the 'complete package' for graduate students or alumni.
Many students don't utilize Career Services because it's not required or they perceive networking as 'glad-handing' or 'schmoozy'.
Reframing networking as 'making friends' or 'connecting' rather than 'schmoozing' can make it less daunting.
Students sometimes avoid Career Services due to feeling unprepared to meet with advisors, even though that's the service's purpose.
Students should be proactive and assertive in visiting Career Services, even if they don't know what questions to ask.
Career Services professionals and recruiters encourage students to stay positive, persistent, and utilize their alumni networks.
Linda advises staying positive and hopeful, as persistence in networking yields more rewards in the end.
Students should believe alumni want to help, as networking once with an alumnus reveals the network's power.
Recruiters and hiring managers genuinely want candidates to succeed and fill roles with successful individuals.
Some companies prefer certain schools or have established relationships, giving those students a first look from employers.
Jessica Perez recommends utilizing Career Services due to guidance and available connections, even before graduating.
Networking meetings should aim to gather new information, add new contacts, and gain an evangelist.
Many executives' networking meetings are ineffective because they focus on resumes and LinkedIn profiles, not face-to-face interactions.
Common misconceptions about networking often lead to a bad reputation; these myths should be left behind.
Networking is not a waste of time, as 70-80% of jobs are found through connections, leading to job opportunities and new insights.
Meetings can lead to job connections, future industry insights, new professions, and valuable feedback, improving networking skills.
Networking is not about schmoozing; avoid irrelevant chitchat and present yourself as a competent professional.
Too much 'gift of gab' risks coming across as 'salesy' and irritating to busy professionals.
Long meetings are often inconsiderate of contacts' packed schedules and reveal poor meeting management, leaving a bad impression.
Busy professionals have packed schedules, so taking excessive time is inconsiderate and reflects poorly on meeting management skills.
Many professionals are happy to meet new graduates, especially if the meeting is clean, polished, and kept to 20 minutes.
Most professionals understand what it's like to enter the job market and respect a proactive approach from a well-prepped graduate.
Too much detail about your background is unwelcome; networking meetings are for learning and making connections, not interviewing.
Networking contacts are not recruiters; they need general background information to connect you with opportunities, not extensive details.
Unprepared networking meetings leave a bad impression; always have an agenda and be ready to lead your discussion.
A job-seeking executive's lack of agenda left a bad impression, highlighting the importance of jobseeker-led, structured meetings.
Overconfidence in securing a job without networking is risky; a vibrant, diverse network is crucial because future employment is uncertain.
No one, including company executives, can guarantee future employment; a strong network is essential for unforeseen opportunities.
Never expect a single networking meeting to directly lead to a job; patience is key.
Networking is hard for most people, especially when seeking a job, often due to feelings of intrusion or inexperience.
Every person's time is a gift; an hour-long networking meeting can cost a contact 50 hours of work or $150 in billable hours.
Long, inconsiderate meetings contribute to networking's bad reputation, intimidating jobseekers with visions of needing to be a social genius.
Effective networking is simple: make contact, conduct brief meetings, and follow up, which jobseekers have already done for class projects.
This section highlights diverse fears of networking from graduates and an executive, alongside reactions and suggestions.
Brad, a Georgetown MA graduate, found meeting complete strangers for networking intimidating, preferring impersonal resume submissions.
Practice networking with family or friends who are business professionals, as they can recommend other contacts and build confidence.
Ashley, a Computer and Information Technology graduate, favored web-surfing for job searches, believing technology gave her an edge and wider reach.
Limit online postings to 20-30% of job search time; dedicate the rest to active networking through calls, emails, and in-person meetings.
An effective job search requires personal connections; people hire people, not technology, making direct contact key.
Pat, a CFO, faced networking difficulties after job elimination due to focusing solely on work and not building external professional connections.
Utilize existing connections from nonprofit boards, professional committees, neighborhood, family, faith community, and former colleagues.
Most people possess a broader network than they realize by simply considering everyone they already know.
Networking is about developing relationships through brief, meaningful interactions, not about being slick or smooth.
Develop and maintain a network throughout your career to avoid problems when transitioning to a new role.
This section details the objectives and step-by-step strategy for conducting an effective 20-minute networking meeting.
Skipping Part I will make Part II less comprehensible, as a future professional does not take shortcuts.
Beyond landing a job, key networking objectives include gathering information, adding contacts, and gaining an evangelist.
Gathering new information means listening, questioning, absorbing, and writing down what contacts share.
Networking allows firsthand learning about market demands, industry trends, and sharing insights to get feedback and redirection.
Expect only a few valuable 'nuggets' from each contact; it's a brief meeting, not a seminar.
Information can include changes in functional area, who is hiring, and updates on your chosen industry's trends and technology.
This objective involves acquiring additional names of people who can help in your job search.
New contacts can be in your industry, target companies, or generally helpful for your job search.
The more people who know you and circulate your name, the higher the likelihood of connecting to new opportunities.
Most jobseekers land jobs through 'third ring' contacts (friends of friends), which is reached through active networking.
The author received over twenty-five executive names from a business consultant, demonstrating the unexpected assistance possible through networking.
An evangelist is a personal ambassador who takes positive action on your behalf, achieved through excellent preparation and presentation.
An evangelist offers twice the pay-off with half the work, forwarding resumes, recommending to hiring contacts, and checking internal postings.
Developing evangelists is simple because people inherently like to help, especially when their time is respected.
Observe contacts' skills and professional demeanor, and leave a strong impression that makes them believe you fit into their network.
A strong first impression is equally true in networking as 'who you know' and helps leave contacts impressed.
In networking meetings, showcase positivity, strategic abilities, strong communication, organization, graciousness, and follow-through to make a good impression.
Mark Stone had 8 people suggest him for a VP of Marketing role, demonstrating the immense power of having a network of evangelists.
Most networking contacts are not recruiters or hiring managers, so avoid asking for a job or expecting skill evaluations.
The framework consists of five core steps with defined timeframes, designed for effective job search networking.
The goal is to make a great first impression within 2-3 minutes through gratitude, chitchat, highlighting connections, and setting the agenda.
Arrive a few minutes early, but not too early at an office, to avoid making the contact uncomfortable or distracted.
If early, review notes, take a stroll, or observe the environment; ensures preparation and provides informal conversation topics.
Always express gratitude with a hearty smile, firm handshake, and eye contact, acknowledging their 'gift of time'.
Feel comfortable using first names as a peer, but respect their email signature for guidance.
Begin by mentioning mutual connections to bridge the gap and make the contact feel more comfortable.
Clearly state that the meeting will take only twenty minutes and share what you hope to discuss, setting a professional tone.
The jobseeker is responsible for managing the meeting; do not expect your contact to lead.
Provide a crisp, brief, and memorable one-minute overview of your background and work experience.
A one-minute overview offers a quick snapshot, helping contacts understand your general background and how you might fit job openings.
If you have more than one minute of material, carefully select relevant details to avoid overwhelming contacts.
Key elements to include in your one-minute overview for a concise and impactful introduction.
State your major, graduation year, and institution; include double majors, minors, or special degree emphases and certifications.
Include relevant educational experiences such as thesis, lab studies, international study, languages, or professional programs.
Mention any unique awards or special achievements relevant to your future profession, like scholarships or honors.
Include internships, work-study, part-time jobs, and any promotions to date.
If no professional experience, articulate upcoming opportunities or your intentions with your degree.
Your one-minute overview can include references to people or places you have in common with the networking contact.
Recruiters appreciate a brief, organized overview from graduates, as rambling indicates a lack of clarity about career goals.
Practice and time yourself to ensure you can convey your experience quickly, efficiently, and accurately within sixty seconds.
Conduct a short, great discussion for 12-15 minutes, guided by five key questions formulated from research.
Never ask for information readily available online or through public news; it creates a bad impression.
Research your contact's background and their company's activities thoroughly to make a good impression and ask informed questions.
Avoid pointless personal questions or asking for confidential company information not meant for new relationships.
Questions 1-3 are structured in two parts: an observation about the contact, followed by a related question seeking their unique wisdom.
You can reuse discussion questions across meetings to gain multiple perspectives, but tailor them carefully for each contact.
The fourth question focuses on expanding your network by asking contacts for referrals to other helpful individuals.
Many jobseekers fear asking for referrals, but it's a normal 'give-and-take' business practice, and contacts often expect it.
Phrase referral requests directly but considerately, sometimes modifying questions to tap into specific areas of their network.
The fifth and most vital question is 'How can I help you?', demonstrating consideration and fostering reciprocity.
Offering to help creates a peer relationship, earns 'good karma,' and leads to more networking meetings, referrals, and even job opportunities.
Phrase the question directly as 'How can I help you?' to ensure sincerity and encourage a positive response.
Anticipate the contact's surprise when asked 'How can I help you?' and be ready with thoughtful suggestions based on your research.
Consider offering contact names, relevant information, potential client ideas, or a small, thoughtful gift to show appreciation.
Propose introductions to people in your network that might be valuable to your contact, even early in your career.
Share up-to-date articles, websites, or contacts related to their industry, functional area, hobbies, or interests.
If the contact is a consultant or in sales/marketing, offer ideas or referrals for potential clients, which will be appreciated.
Consider a small, inexpensive gift like a coffee gift card, chocolates, or a personalized handmade item to show appreciation.
A small token of gratitude can be offered as part of Question 5 or sent later, but always promptly.
Conclude the meeting within 2 minutes by reviewing actions, expressing gratitude, and wrapping up clearly.
Be clear when the meeting is ending, as contacts might expect a longer session despite appreciating your meeting management skills.
Two quick steps for a great ending: review actions and express gratitude a final time.
Recap agreed-upon actions or next steps for both parties, indicating the meeting's conclusion with gratitude.
Critically overlooked but vital, sincere appreciation for their expertise, time, wisdom, suggestions, and willingness to help will matter.
A good wrap-up should be brief and positive, leaving the contact wanting more, reinforcing a positive impression.
Take prompt action to follow up after the meeting to show appreciation and maintain the networking relationship.
Follow-up is as vital as the meeting itself, showing appreciation for time and keeping the networking relationship alive.
Keep excellent notes on conversations, communications, and important information to back-reference for future follow-ups.
Do not assume quick employment will negate follow-up, rely solely on memory, or be a 'spontaneous worker' regarding follow-up.
Send a thank-you follow-up within 24 hours via handwritten note or email to avoid seeming like an afterthought and losing value.
Follow-up includes immediate thank-yous to the contact and referrer, and ongoing maintenance through meaningful updates.
Guidelines for appropriate reasons to initiate ongoing follow-up to maintain a healthy network.
Forward genuinely valuable articles or websites related to their interests, avoiding meaningless messages.
Inform your network of changes to your phone number or email address, attaching an updated resume if still job-searching.
Share updates on new employment, degree completion, or significant certifications, attaching an updated resume.
Follow up to discuss something mentioned in the meeting, such as shared interests in a start-up or new book.
Share news about someone you both know, like a promotion or award, being sure of the relationship.
Stay in touch about once a quarter at most, unless there's time-sensitive information; every few weeks is too often.
Types of follow-up practices that are ineffective or detrimental to networking relationships.
Avoid impersonal mass emails where all recipient addresses are visible, as they are often seen as spam.
Avoid frequent updates with only minuscule changes in your situation.
Do not send generic stories, quotes, or platitudes about general topics; they are remembered for the wrong reasons.
Not following up at all results in being forgotten, as contacts assume you have found a job and stop thinking of you.
A scenario showcasing Laurie Edward, a recent graduate, and Kathryn Messler, a professional, demonstrating the 20MNM principles in action.
Laurie learned that being prepared, brief, and asking for contacts expanded her network exponentially and refined her career path.
Kathryn appreciated Laurie's time sensitivity, preparation, and thoughtfulness, finding the 20-minute meeting surprisingly effective and leading to referrals.
This section provides details on crafting effective networking emails and outlines critical, unspoken best practices for relationship building.
The appendix offers essential, experience-based suggestions not explicitly part of the 20MNM model but crucial for networking success.
A concise networking email needs a personalized subject, self-introduction, degree details, and a clear statement of intent and purpose.
Short, to-the-point emails increase response rates because professionals prioritize time and avoid long, unwanted messages.
Write a short, personalized subject line including the contact's name or mutual connection to ensure it's read and not seen as spam.
Professional introductions mentioning common connections help bridge gaps, even if your name is already on the email.
Mention your degree and where you graduated to assure the recipient you are a new, well-prepared graduate seeking help.
Clearly state what the message is about, your intent, and the purpose of the request, clarifying expectations for the contact.
Networking requests should avoid explicitly mentioning job search to prevent them from being unanswered or poorly received.
Essential best practices for email communication to maintain professionalism and avoid crossing personal boundaries.
Check email every day and respond promptly using a smartphone or mobile device.
Address professionals by their first names in the professional world.
Always start messages with names to maintain professionalism, even if contacts don't use yours.
Recap pertinent information like dates, times, locations, and contact names to ensure clarity and avoid forgotten details.
Confirm appointments at least two days in advance; the day before is acceptable, but not the night before.
Always call if you are running late or lost; there is no excuse for not contacting ahead of time.
Use a universally known and respected email domain like @gmail.com to avoid messages getting caught in spam filters.
Set up an automatic email signature block including your full name, email, phone number, and LinkedIn profile address.
Important 'unwritten' rules typically gained by experience that are critical for effective networking.
Do not take cancellations personally; graciously accept changes and reschedule to preserve the networking opportunity.
If a contact doesn't respond, move forward with your efforts and continue reaching out to others for insight and expertise.
Set realistic expectations when contacting individuals; a company CEO, for example, cannot pause operations for a networking meeting.
Ensure your LinkedIn, Facebook, or Twitter profiles reflect a professional image, as contacts will research you.
Create business cards with your contact information, even if you don't have a job yet, as they are vital for networking.
If you lack a personal voicemail line, consider free services like Google Voice to receive messages.
Create a LinkedIn profile that mirrors your resume; it's a major tool for hiring managers and crucial for your job search.
Dress professionally for networking meetings, often one or two steps up from casual, to create a strong first impression.
A quick reference guideline for the five steps of the 20-Minute Networking Meeting, including time limits and goals.
Time limit: 2–3 minutes; focus on thanks and chitchat.
Time limit: 1 minute; focus on providing an overview of experience.
Time limit: 12–15 minutes; focus on 5 key questions.
Time limit: 2 minutes; focus on thanks and wrap-up.
Time limit: Varies; focus on meaningful follow-up right after the meeting.
A 20-minute exercise to assess readiness for the job market and networking, focusing on self-reflection questions.
Determine aspects of your work or studies you excel at, receive compliments for, or do better/faster than others.
List valued workplace personality traits (e.g., efficient, innovative, strategic, communicative, adaptable) and style aspects.
Review past personality/leadership inventories (Myers-Briggs, StrengthsFinder) or ask contacts for their perspective.
Determine specific expertise areas that differentiate you from others with similar degrees or experience.
List unique qualities as a job candidate, such as international experience, special training, languages, or group memberships.
Complete the sentence: 'An organization would be fortunate to have me join them as (job role) because...'.
Respond to the sentence: 'Even though the above is true, I am still working on developing myself in the following areas.'
Rate your confidence level for going into your job search (Yes/No).
Confirm if you have necessary resources (internet, transport, resume copies, fees) for a great job search experience (Yes/No).
A worksheet outlining the steps to construct a brief, concise, and professional networking-request email.
Include the contact's name or a mutual connection in the subject line for scrutiny and to avoid spam perception.
Introduce yourself and mention common connections upfront, even if your name is already visible.
Provide a brief snapshot of your degree and institution to assure you are a well-prepared new grad seeking help.
Clearly state what your message is about, your intent, and the purpose of your request, keeping it brief.
A worksheet to help plan and ensure a solid first impression for your networking meetings.
Confirm meeting location, address, and transportation to ensure timely arrival, avoiding being too early at an office.
Determine the appropriate dress code for the contact's office (Yes/No) and dress professionally.
Verify correct pronunciation of the contact's name (Yes/No) to avoid embarrassment and show respect.
Confirm if you have planned your meeting agenda (Yes/No).
Confirm if you know your five key discussion questions (Yes/No).
Verify if you've researched the contact's company, personal bios, LinkedIn, and general online presence for common connections and interests.
A guide to help construct your one-minute overview, focusing on standout features of your background.
Print a copy of your résumé to identify key highlights.
Identify what aspects of your background truly stand out and make you unique.
Mark or highlight the most important features of your background.
Aim to find five to seven key points, with a minimum of three.
Compile these key points onto a separate document.
Read the points aloud and time yourself; aim for around one minute, trimming if over, or adding if too short.
Combine all points into one or two sentences, making it fluid, easy to understand, and personalized.
A summary of the five key questions for a great discussion, designed for 20-minute planning and future reference.
Questions 1-3 involve stating an observation about the contact and following it with a related question for unique insight.
Identify a fact about the contact from your research.
Formulate a follow-up question based on your observation.
Ask: 'Is there someone else you might refer me to who could be helpful in my job search?'
Ask: 'You have been so helpful to me. How can I help you?'
A checklist to ensure thorough and timely follow-up after each networking meeting, including actions and self-reflection.
Send a brief thank-you message to the networking contact.
Send a brief thank-you message to the person who referred you to that contact.
Add any new or updated information about the person to your networking database.
Make a note to follow up with this contact at an appropriate future time.
Reflect on the meeting by answering questions about your performance, areas for improvement, and lessons learned.
Identify what you did well during the meeting.
Determine what you will do differently next time.
Reflect on what you learned and how you will apply that information.
Track and schedule follow-ups for any new contacts gained from the meeting.
List the names of any future contacts you acquired.
Schedule follow-up actions with each of these new contacts.
Brief biographies of the authors, Nathan A. Perez and Marcia Ballinger, PhD, detailing their professional backgrounds and contributions.
Nathan Perez, Principal at 20-Minute Communications, helps job-seekers nationwide and is a national speaker on networking and resume deconstruction.
Nathan Perez has been cited by The Huffington Post as one of the most connected people on LinkedIn worldwide.
Marcia Ballinger, Co-Founder and Principal at Ballinger|Leafblad, focuses on executive search for non-profits and higher education.
Marcia Ballinger was named an Industry Leader by the Minneapolis/St. Paul Business Journal in 2008.
The objective is to show networking from contacts’ perspectives, guiding students and recent grads to professional career management.
The book is written by two career professionals with over 40 years of combined networking experience.
The Graduate Edition is inspired by the Executive Edition, featuring stories and perspectives from various career experts and executives.
Executive experiences offer insight into future expectations and teach preparation for professional life.
This section covers the importance of networking, common myths, and perspectives on its difficulty.
Effective networking is a skill that can be learned and perfected through practice, not just chance or luck.
Recruiters often dread networking requests because most meetings are ineffective, missing their full potential due to poor planning.
The 20-Minute Networking Meeting model originated from observing common failures and successes in countless networking interactions.
The majority of jobs are not posted online but are filled through word-of-mouth and personal connections in the invisible job market.
An estimated 70% of all jobs are obtained through people you know, increasing to 80% for business leaders.
The invisible job market consists of unadvertised openings filled via employee recommendations, referrals, or direct candidate contact.
Given that 70-80% of jobs are obtained through networking, it makes sense to focus job search time on face-to-face activities.
Maintaining a healthy network longer makes it more powerful with each passing year, empowering one's future.
A large, vibrant network helps you achieve goals, discover the invisible job market, and learn about hiring opportunities.
People hire people, so personal relationship building through networking is crucial, unlike impersonal social media or online connections.
Online applications face hundreds to thousands of competitors, delays of weeks or months, and require more experience to stand out.
A list of potential contacts for building a network, including those you already know and specialized groups.
Utilize career guidance counselors from your college or university, as they are valuable resources.
Include people met at conferences, training programs, seminars, and workshops in various fields.
Consider foreign exchange hosts as potential networking contacts.
Connect with fellow alumni from high school and college, and members of fraternities and sororities.
Engage with fellow members of academic, civic, athletic clubs, including former teammates and coaches.
Reach out to former coworkers from previous employers, if applicable.
Contact peers who have already entered the 'working world' before you.
Connect with individuals met through an internship.
Include members of your faith community in your networking efforts.
Expand your network by considering friends, neighbors, uncles, aunts, cousins, and even your parents' friends.
Networking groups for students and grads on LinkedIn or university career services pages are strong resources.
A scenario comparing an active networker (25 meetings) to a passive one (online focus) shows the active networker gains an advantage in the hidden job market.
An active candidate becomes visible in the invisible job market by being in the network, making them more likely to get a job.
University Career Services departments are an extended network, offering career advice and connections to alumni and professionals.
Tom Colosimo states Career Services focuses on networking and assembling the 'complete package' for graduate students or alumni.
Many students don't utilize Career Services because it's not required or they perceive networking as 'glad-handing' or 'schmoozy'.
Reframing networking as 'making friends' or 'connecting' rather than 'schmoozing' can make it less daunting.
Students sometimes avoid Career Services due to feeling unprepared to meet with advisors, even though that's the service's purpose.
Students should be proactive and assertive in visiting Career Services, even if they don't know what questions to ask.
Career Services professionals and recruiters encourage students to stay positive, persistent, and utilize their alumni networks.
Linda advises staying positive and hopeful, as persistence in networking yields more rewards in the end.
Students should believe alumni want to help, as networking once with an alumnus reveals the network's power.
Recruiters and hiring managers genuinely want candidates to succeed and fill roles with successful individuals.
Some companies prefer certain schools or have established relationships, giving those students a first look from employers.
Jessica Perez recommends utilizing Career Services due to guidance and available connections, even before graduating.
Networking meetings should aim to gather new information, add new contacts, and gain an evangelist.
Many executives' networking meetings are ineffective because they focus on resumes and LinkedIn profiles, not face-to-face interactions.
Common misconceptions about networking often lead to a bad reputation; these myths should be left behind.
Networking is not a waste of time, as 70-80% of jobs are found through connections, leading to job opportunities and new insights.
Meetings can lead to job connections, future industry insights, new professions, and valuable feedback, improving networking skills.
Networking is not about schmoozing; avoid irrelevant chitchat and present yourself as a competent professional.
Too much 'gift of gab' risks coming across as 'salesy' and irritating to busy professionals.
Long meetings are often inconsiderate of contacts' packed schedules and reveal poor meeting management, leaving a bad impression.
Busy professionals have packed schedules, so taking excessive time is inconsiderate and reflects poorly on meeting management skills.
Many professionals are happy to meet new graduates, especially if the meeting is clean, polished, and kept to 20 minutes.
Most professionals understand what it's like to enter the job market and respect a proactive approach from a well-prepped graduate.
Too much detail about your background is unwelcome; networking meetings are for learning and making connections, not interviewing.
Networking contacts are not recruiters; they need general background information to connect you with opportunities, not extensive details.
Unprepared networking meetings leave a bad impression; always have an agenda and be ready to lead your discussion.
A job-seeking executive's lack of agenda left a bad impression, highlighting the importance of jobseeker-led, structured meetings.
Overconfidence in securing a job without networking is risky; a vibrant, diverse network is crucial because future employment is uncertain.
No one, including company executives, can guarantee future employment; a strong network is essential for unforeseen opportunities.
Never expect a single networking meeting to directly lead to a job; patience is key.
Networking is hard for most people, especially when seeking a job, often due to feelings of intrusion or inexperience.
Every person's time is a gift; an hour-long networking meeting can cost a contact 50 hours of work or $150 in billable hours.
Long, inconsiderate meetings contribute to networking's bad reputation, intimidating jobseekers with visions of needing to be a social genius.
Effective networking is simple: make contact, conduct brief meetings, and follow up, which jobseekers have already done for class projects.
This section highlights diverse fears of networking from graduates and an executive, alongside reactions and suggestions.
Brad, a Georgetown MA graduate, found meeting complete strangers for networking intimidating, preferring impersonal resume submissions.
Practice networking with family or friends who are business professionals, as they can recommend other contacts and build confidence.
Ashley, a Computer and Information Technology graduate, favored web-surfing for job searches, believing technology gave her an edge and wider reach.
Limit online postings to 20-30% of job search time; dedicate the rest to active networking through calls, emails, and in-person meetings.
An effective job search requires personal connections; people hire people, not technology, making direct contact key.
Pat, a CFO, faced networking difficulties after job elimination due to focusing solely on work and not building external professional connections.
Utilize existing connections from nonprofit boards, professional committees, neighborhood, family, faith community, and former colleagues.
Most people possess a broader network than they realize by simply considering everyone they already know.
Networking is about developing relationships through brief, meaningful interactions, not about being slick or smooth.
Develop and maintain a network throughout your career to avoid problems when transitioning to a new role.
This section details the objectives and step-by-step strategy for conducting an effective 20-minute networking meeting.
Skipping Part I will make Part II less comprehensible, as a future professional does not take shortcuts.
Beyond landing a job, key networking objectives include gathering information, adding contacts, and gaining an evangelist.
Gathering new information means listening, questioning, absorbing, and writing down what contacts share.
Networking allows firsthand learning about market demands, industry trends, and sharing insights to get feedback and redirection.
Expect only a few valuable 'nuggets' from each contact; it's a brief meeting, not a seminar.
Information can include changes in functional area, who is hiring, and updates on your chosen industry's trends and technology.
This objective involves acquiring additional names of people who can help in your job search.
New contacts can be in your industry, target companies, or generally helpful for your job search.
The more people who know you and circulate your name, the higher the likelihood of connecting to new opportunities.
Most jobseekers land jobs through 'third ring' contacts (friends of friends), which is reached through active networking.
The author received over twenty-five executive names from a business consultant, demonstrating the unexpected assistance possible through networking.
An evangelist is a personal ambassador who takes positive action on your behalf, achieved through excellent preparation and presentation.
An evangelist offers twice the pay-off with half the work, forwarding resumes, recommending to hiring contacts, and checking internal postings.
Developing evangelists is simple because people inherently like to help, especially when their time is respected.
Observe contacts' skills and professional demeanor, and leave a strong impression that makes them believe you fit into their network.
A strong first impression is equally true in networking as 'who you know' and helps leave contacts impressed.
In networking meetings, showcase positivity, strategic abilities, strong communication, organization, graciousness, and follow-through to make a good impression.
Mark Stone had 8 people suggest him for a VP of Marketing role, demonstrating the immense power of having a network of evangelists.
Most networking contacts are not recruiters or hiring managers, so avoid asking for a job or expecting skill evaluations.
The framework consists of five core steps with defined timeframes, designed for effective job search networking.
The goal is to make a great first impression within 2-3 minutes through gratitude, chitchat, highlighting connections, and setting the agenda.
Arrive a few minutes early, but not too early at an office, to avoid making the contact uncomfortable or distracted.
If early, review notes, take a stroll, or observe the environment; ensures preparation and provides informal conversation topics.
Always express gratitude with a hearty smile, firm handshake, and eye contact, acknowledging their 'gift of time'.
Feel comfortable using first names as a peer, but respect their email signature for guidance.
Begin by mentioning mutual connections to bridge the gap and make the contact feel more comfortable.
Clearly state that the meeting will take only twenty minutes and share what you hope to discuss, setting a professional tone.
The jobseeker is responsible for managing the meeting; do not expect your contact to lead.
Provide a crisp, brief, and memorable one-minute overview of your background and work experience.
A one-minute overview offers a quick snapshot, helping contacts understand your general background and how you might fit job openings.
If you have more than one minute of material, carefully select relevant details to avoid overwhelming contacts.
Key elements to include in your one-minute overview for a concise and impactful introduction.
State your major, graduation year, and institution; include double majors, minors, or special degree emphases and certifications.
Include relevant educational experiences such as thesis, lab studies, international study, languages, or professional programs.
Mention any unique awards or special achievements relevant to your future profession, like scholarships or honors.
Include internships, work-study, part-time jobs, and any promotions to date.
If no professional experience, articulate upcoming opportunities or your intentions with your degree.
Your one-minute overview can include references to people or places you have in common with the networking contact.
Recruiters appreciate a brief, organized overview from graduates, as rambling indicates a lack of clarity about career goals.
Practice and time yourself to ensure you can convey your experience quickly, efficiently, and accurately within sixty seconds.
Conduct a short, great discussion for 12-15 minutes, guided by five key questions formulated from research.
Never ask for information readily available online or through public news; it creates a bad impression.
Research your contact's background and their company's activities thoroughly to make a good impression and ask informed questions.
Avoid pointless personal questions or asking for confidential company information not meant for new relationships.
Questions 1-3 are structured in two parts: an observation about the contact, followed by a related question seeking their unique wisdom.
You can reuse discussion questions across meetings to gain multiple perspectives, but tailor them carefully for each contact.
The fourth question focuses on expanding your network by asking contacts for referrals to other helpful individuals.
Many jobseekers fear asking for referrals, but it's a normal 'give-and-take' business practice, and contacts often expect it.
Phrase referral requests directly but considerately, sometimes modifying questions to tap into specific areas of their network.
The fifth and most vital question is 'How can I help you?', demonstrating consideration and fostering reciprocity.
Offering to help creates a peer relationship, earns 'good karma,' and leads to more networking meetings, referrals, and even job opportunities.
Phrase the question directly as 'How can I help you?' to ensure sincerity and encourage a positive response.
Anticipate the contact's surprise when asked 'How can I help you?' and be ready with thoughtful suggestions based on your research.
Consider offering contact names, relevant information, potential client ideas, or a small, thoughtful gift to show appreciation.
Propose introductions to people in your network that might be valuable to your contact, even early in your career.
Share up-to-date articles, websites, or contacts related to their industry, functional area, hobbies, or interests.
If the contact is a consultant or in sales/marketing, offer ideas or referrals for potential clients, which will be appreciated.
Consider a small, inexpensive gift like a coffee gift card, chocolates, or a personalized handmade item to show appreciation.
A small token of gratitude can be offered as part of Question 5 or sent later, but always promptly.
Conclude the meeting within 2 minutes by reviewing actions, expressing gratitude, and wrapping up clearly.
Be clear when the meeting is ending, as contacts might expect a longer session despite appreciating your meeting management skills.
Two quick steps for a great ending: review actions and express gratitude a final time.
Recap agreed-upon actions or next steps for both parties, indicating the meeting's conclusion with gratitude.
Critically overlooked but vital, sincere appreciation for their expertise, time, wisdom, suggestions, and willingness to help will matter.
A good wrap-up should be brief and positive, leaving the contact wanting more, reinforcing a positive impression.
Take prompt action to follow up after the meeting to show appreciation and maintain the networking relationship.
Follow-up is as vital as the meeting itself, showing appreciation for time and keeping the networking relationship alive.
Keep excellent notes on conversations, communications, and important information to back-reference for future follow-ups.
Do not assume quick employment will negate follow-up, rely solely on memory, or be a 'spontaneous worker' regarding follow-up.
Send a thank-you follow-up within 24 hours via handwritten note or email to avoid seeming like an afterthought and losing value.
Follow-up includes immediate thank-yous to the contact and referrer, and ongoing maintenance through meaningful updates.
Guidelines for appropriate reasons to initiate ongoing follow-up to maintain a healthy network.
Forward genuinely valuable articles or websites related to their interests, avoiding meaningless messages.
Inform your network of changes to your phone number or email address, attaching an updated resume if still job-searching.
Share updates on new employment, degree completion, or significant certifications, attaching an updated resume.
Follow up to discuss something mentioned in the meeting, such as shared interests in a start-up or new book.
Share news about someone you both know, like a promotion or award, being sure of the relationship.
Stay in touch about once a quarter at most, unless there's time-sensitive information; every few weeks is too often.
Types of follow-up practices that are ineffective or detrimental to networking relationships.
Avoid impersonal mass emails where all recipient addresses are visible, as they are often seen as spam.
Avoid frequent updates with only minuscule changes in your situation.
Do not send generic stories, quotes, or platitudes about general topics; they are remembered for the wrong reasons.
Not following up at all results in being forgotten, as contacts assume you have found a job and stop thinking of you.
A scenario showcasing Laurie Edward, a recent graduate, and Kathryn Messler, a professional, demonstrating the 20MNM principles in action.
Laurie learned that being prepared, brief, and asking for contacts expanded her network exponentially and refined her career path.
Kathryn appreciated Laurie's time sensitivity, preparation, and thoughtfulness, finding the 20-minute meeting surprisingly effective and leading to referrals.
This section provides details on crafting effective networking emails and outlines critical, unspoken best practices for relationship building.
The appendix offers essential, experience-based suggestions not explicitly part of the 20MNM model but crucial for networking success.
A concise networking email needs a personalized subject, self-introduction, degree details, and a clear statement of intent and purpose.
Short, to-the-point emails increase response rates because professionals prioritize time and avoid long, unwanted messages.
Write a short, personalized subject line including the contact's name or mutual connection to ensure it's read and not seen as spam.
Professional introductions mentioning common connections help bridge gaps, even if your name is already on the email.
Mention your degree and where you graduated to assure the recipient you are a new, well-prepared graduate seeking help.
Clearly state what the message is about, your intent, and the purpose of the request, clarifying expectations for the contact.
Networking requests should avoid explicitly mentioning job search to prevent them from being unanswered or poorly received.
Essential best practices for email communication to maintain professionalism and avoid crossing personal boundaries.
Check email every day and respond promptly using a smartphone or mobile device.
Address professionals by their first names in the professional world.
Always start messages with names to maintain professionalism, even if contacts don't use yours.
Recap pertinent information like dates, times, locations, and contact names to ensure clarity and avoid forgotten details.
Confirm appointments at least two days in advance; the day before is acceptable, but not the night before.
Always call if you are running late or lost; there is no excuse for not contacting ahead of time.
Use a universally known and respected email domain like @gmail.com to avoid messages getting caught in spam filters.
Set up an automatic email signature block including your full name, email, phone number, and LinkedIn profile address.
Important 'unwritten' rules typically gained by experience that are critical for effective networking.
Do not take cancellations personally; graciously accept changes and reschedule to preserve the networking opportunity.
If a contact doesn't respond, move forward with your efforts and continue reaching out to others for insight and expertise.
Set realistic expectations when contacting individuals; a company CEO, for example, cannot pause operations for a networking meeting.
Ensure your LinkedIn, Facebook, or Twitter profiles reflect a professional image, as contacts will research you.
Create business cards with your contact information, even if you don't have a job yet, as they are vital for networking.
If you lack a personal voicemail line, consider free services like Google Voice to receive messages.
Create a LinkedIn profile that mirrors your resume; it's a major tool for hiring managers and crucial for your job search.
Dress professionally for networking meetings, often one or two steps up from casual, to create a strong first impression.
A quick reference guideline for the five steps of the 20-Minute Networking Meeting, including time limits and goals.
Time limit: 2–3 minutes; focus on thanks and chitchat.
Time limit: 1 minute; focus on providing an overview of experience.
Time limit: 12–15 minutes; focus on 5 key questions.
Time limit: 2 minutes; focus on thanks and wrap-up.
Time limit: Varies; focus on meaningful follow-up right after the meeting.
A 20-minute exercise to assess readiness for the job market and networking, focusing on self-reflection questions.
Determine aspects of your work or studies you excel at, receive compliments for, or do better/faster than others.
List valued workplace personality traits (e.g., efficient, innovative, strategic, communicative, adaptable) and style aspects.
Review past personality/leadership inventories (Myers-Briggs, StrengthsFinder) or ask contacts for their perspective.
Determine specific expertise areas that differentiate you from others with similar degrees or experience.
List unique qualities as a job candidate, such as international experience, special training, languages, or group memberships.
Complete the sentence: 'An organization would be fortunate to have me join them as (job role) because...'.
Respond to the sentence: 'Even though the above is true, I am still working on developing myself in the following areas.'
Rate your confidence level for going into your job search (Yes/No).
Confirm if you have necessary resources (internet, transport, resume copies, fees) for a great job search experience (Yes/No).
A worksheet outlining the steps to construct a brief, concise, and professional networking-request email.
Include the contact's name or a mutual connection in the subject line for scrutiny and to avoid spam perception.
Introduce yourself and mention common connections upfront, even if your name is already visible.
Provide a brief snapshot of your degree and institution to assure you are a well-prepared new grad seeking help.
Clearly state what your message is about, your intent, and the purpose of your request, keeping it brief.
A worksheet to help plan and ensure a solid first impression for your networking meetings.
Confirm meeting location, address, and transportation to ensure timely arrival, avoiding being too early at an office.
Determine the appropriate dress code for the contact's office (Yes/No) and dress professionally.
Verify correct pronunciation of the contact's name (Yes/No) to avoid embarrassment and show respect.
Confirm if you have planned your meeting agenda (Yes/No).
Confirm if you know your five key discussion questions (Yes/No).
Verify if you've researched the contact's company, personal bios, LinkedIn, and general online presence for common connections and interests.
A guide to help construct your one-minute overview, focusing on standout features of your background.
Print a copy of your résumé to identify key highlights.
Identify what aspects of your background truly stand out and make you unique.
Mark or highlight the most important features of your background.
Aim to find five to seven key points, with a minimum of three.
Compile these key points onto a separate document.
Read the points aloud and time yourself; aim for around one minute, trimming if over, or adding if too short.
Combine all points into one or two sentences, making it fluid, easy to understand, and personalized.
A summary of the five key questions for a great discussion, designed for 20-minute planning and future reference.
Questions 1-3 involve stating an observation about the contact and following it with a related question for unique insight.
Identify a fact about the contact from your research.
Formulate a follow-up question based on your observation.
Ask: 'Is there someone else you might refer me to who could be helpful in my job search?'
Ask: 'You have been so helpful to me. How can I help you?'
A checklist to ensure thorough and timely follow-up after each networking meeting, including actions and self-reflection.
Send a brief thank-you message to the networking contact.
Send a brief thank-you message to the person who referred you to that contact.
Add any new or updated information about the person to your networking database.
Make a note to follow up with this contact at an appropriate future time.
Reflect on the meeting by answering questions about your performance, areas for improvement, and lessons learned.
Identify what you did well during the meeting.
Determine what you will do differently next time.
Reflect on what you learned and how you will apply that information.
Track and schedule follow-ups for any new contacts gained from the meeting.
List the names of any future contacts you acquired.
Schedule follow-up actions with each of these new contacts.
Brief biographies of the authors, Nathan A. Perez and Marcia Ballinger, PhD, detailing their professional backgrounds and contributions.
Nathan Perez, Principal at 20-Minute Communications, helps job-seekers nationwide and is a national speaker on networking and resume deconstruction.
Nathan Perez has been cited by The Huffington Post as one of the most connected people on LinkedIn worldwide.
Marcia Ballinger, Co-Founder and Principal at Ballinger|Leafblad, focuses on executive search for non-profits and higher education.
Marcia Ballinger was named an Industry Leader by the Minneapolis/St. Paul Business Journal in 2008.