Seven Steps: Frequently Asked Questions
By Rod
Question # 1 – Jennifer S.,
“Rod, doesn’t this whole process seem like an awful lot of work just to find a new job? In The Black Hole, I’m done within 5 minutes. Your methodology looks as if it could take weeks, maybe even months!”
Answer # 1
Yes, it is a lot of work. But didn’t you agree to view your job search as a business back in Chapter 3? Are you going to abandon that mind-set so quickly? Business owners work hard to achieve their goals; as the CEO of ME, Inc., why shouldn’t you?
NEWSFLASH: That “5 minutes” you spend in The Black Hole doesn’t include weeks of waiting for an answer. And guess what? In some cases, the answer never comes — remember that you’re not interacting with live communicating people, just a bunch of computers. In terms of human interaction, it is a totally connectionless environment.
Do you really expect “quick” results from a connectionless environment??
Question # 2 – Carlos D.,
“Why do I have to call Advocates in Group “A” as opposed to e-mailing them which is so much faster?”
Answer # 2
It’s not as impactful. You need to sell your value proposition and nothing beats talking with an advocate directly. E-mail may be faster for you, but it may get far less attention on the receiving end, a scenario you clearly want to avoid.
Question # 3 – Linda C.,
“Why do I have to recreate a resume when I have a template for a core work skill?”
Answer # 3
The issue is we’re running a business. We don’t deal with generic information. We need to be able to influence the decision-maker to a “yes” decision, right? A generic resume doesn’t really address any specific needs. Your proposal must address what the client is looking for and then really nail it. We call it a targeted resume.
Question # 4 – Mark A.,
“How often do I follow up with an advocate?”
Answer # 4
Roughly once a week, according to the Keith Ferrazzi follow-up model we use. To be effective, every follow-up gets an e-mail and a voice mail. Both must be very positive in tone and be sure to reiterate your interest. If you have a discussion with an advocate in Group “A” and/or “B”, they’re going to give you an estimate of when you can expect to hear back … that’s when you need to say something like the following: “If I don’t hear back from you by {date}, may I call you back on {date + 1}?”
Question # 5 – Danielle R.,
“Do I rely on one advocate in an organization as a cheerleader (Group “B”)?”
Answer # 5
We want as many cheerleaders as possible. Just remember the comparison to a real cheerleader: If you’re playing football, do you want to hear just one cheerleader in a stadium or a whole squad of cheerleaders stirring up the whole crowd? It’s the same principle here.
Question # 6 – David C.,
“Do I tell an advocate about my work with other advocates in the organizations?”
Answer # 6
Yes, as long as the advocate is going to do something for you. But if he or she is just gathering intelligence for personal use, then there’s no need to share information. As a courtesy, it’s always better to try to let them know.
Question # 7 – Adelaida D.,
“How do I find a phone number for a company?”
Answer # 7
First, go to the company web site. If you can’t find the information there, use Manta.com or any other web site where corporate information is provided (e.g., Hoovers.com).
Question # 8 – Charlie M.,
“What is an Advocate Worksheet?”
Answer # 8
An advocate worksheet is a spreadsheet that mirrors the 7-Step Job Search Methodology. It allows you to track every client advocate with details such as dates of contact, comments shared, agreed-upon follow-up dates and times, notes of special interest, etc… Its primary purpose is to ENSURE that you follow up with an advocate.
Question # 9 – Isaac T.,
“How do I find a job if nothing shows up on Indeed?”
Answer # 9
There are several possibilities here. First, you may have an incorrect job title; check your bio, your resume, and any targeted resumes you’ve written. Select titles that are appropriate for what you’ve actually accomplished. If you still have a problem, seek out the counsel and wisdom of individuals with whom you’ve worked in the past to help you identify “core titles.”
Question # 10 – Nikki B.,
“Is there another way of finding a job other than Indeed?”
Answer # 10
There are hundreds of job search engines that are available. Alternatives are Dice, Monster, NetTemps, etc… We have a toolbar (built by COO Carl Reid) with a “smart radar” system that allows qualified users to get “feeds” of opportunities that are relevant to their specific search criteria.
Question # 11 – Jacqueline S.,
“I hate using the Internet to find a job but that is what you're asking me to do. Isn’t there any other way?”
Answer # 11
In business, as a business owner, we often have to do things we don’t like to do. Market demand (a key component of the 7-Step Methodology) is much more efficiently displayed and analyzed using the Internet. I have two suggestions for you:
· Try to get comfortable with the Internet; it’s not going away any time soon.
· Make sure you read Chapter 11, The Awesome Power of Attitude and Behavior; it sounds like yours could use a tune-up.
Question # 12 – Jason K.,
“I don’t want to work in my core area of expertise – what do I do?”
Answer # 12
First of all, what is it you want to do? If you’re running a business, you have to know what products and services you offer. What have you done? What skills are transferable and what are they transferable to? Once you know, find mentors who know people that hire people like you. Determine market demand. You might also need some training, so keep this option open. Invest time connecting with individuals who are currently in the new industry you want to join .
Question # 13 – Maricel M.,
“I don’t have anyone at Level 1 (LinkedIn) who can help. What should I do?”
Answer # 13
LinkedIn is a great contact database and it’s always good to have a solid base of Level 1 connections. I’m sure you can find friends and business associates (current or former) who would be glad to hook up with you. And don’t forget: Once you get those Level 1 connections, the real power of LinkedIn is not in how many Level 1 connections you have; it’s in the extraordinarily broad reach of your Level 2 and Level 3 connections. In fact most people who actually land jobs through the assistance of LinkedIn connections get those jobs via Level 2s and 3s, not Level 1s.
Question # 14 – Della S.,
“What if I don’t really know what I want to do?”
Answer # 14
Find people who are doing something you consider "pretty cool." If your reaction is, "I could do that!", then you may have just identified an area you can explore.
Question # 15 – Maria C.,
“How many job opportunities should I be trying to find each week?”
Answer # 15
Here’s the best “rule of thumb”: Find one opening a day! The reason? It keeps momentum going and keeps your attitude positive. Never let a day go by without finding at least one opening. Success or failure lies in finding one opening a day.
Question # 16 – Sam R.,
“Rod, this is not directly about the 7-Step Methodology, it’s about the connection process and the requirement for a valid value proposition before you connect someone with someone else. Why do you insist on a value proposition just to connect someone? Lots of other people in LinkedIn simply hook people up and that’s that. What’s the big deal?”
Answer # 16
Good question, Sam. Before I answer it, make sure you understand the way I’m using the term ‘value proposition’ as it applies to network connections: It’s not the three documents described in Chapter 4; that’s the “case” you build for a position you’ve already targeted.
Instead, the value proposition — in terms of connections — is simply the answer to this question: “What value do you have that will benefit the person you want me to connect you to?” If the answer is “none”, then I don’t feel comfortable about making the connection because that puts me (as the connector) at risk. I suggest you re-read that section titled “Protect the Connector” in Chapter 2.
Finally, let me add this: Building a ME, Inc. business requires you to accept the responsibility and accountability for your mission/vision/value in running ME, Inc. You cannot rely on the old premise that you are “owed something” or carry any kind of entitlement mentality.
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