Career Management Archives - Page 11 of 31 - How to be Awesome at Your Job

Pete Mockaitis
Jena, thanks for joining us here on the How to be Awesome at Your Job podcast.

Jena Viviano
Well, thank you for having me. I love your podcast. I’m a listener so it’s actually a huge honor to be here.

Pete Mockaitis
Oh, thank you. Well, we’re going to be talking about job stuff, and I need to hear I understand LinkedIn had a role in your engagement story. We love LinkedIn here. Tell us all about this.

Jena Viviano
I love LinkedIn for so many reasons. But, yes, so LinkedIn is a part of my engagement story. My sister was in a job transition and she said, “Hey, can you come over the house? I need you to help you with my LinkedIn profile.” So, she took me to lunch to do her LinkedIn profile. Meanwhile, my now husband, then soon-to-be fiancé, was like decorating my apartment and getting it ready, so he had to get out of the house, and the ploy was to help with her LinkedIn, so.

Pete Mockaitis
Oh, that’s clever. And they had your number too, it’s like, “Okay, this is something she’ll bite on, LinkedIn.”

Jena Viviano
Exactly. They’re like, “Oh, she’ll help with that. She loves LinkedIn. She’ll totally help you with that.”

Pete Mockaitis
Oh, that’s fun. Very cool. Well, so I’m excited to dig into your wisdom here. Can you start us off by maybe sharing what’s one of the most surprising and fascinating discoveries you’ve made in terms of all your years of career coaching?

Jena Viviano
Yeah, gosh, I think the number one thing that I’ve realized with coaching hundreds, honestly, probably at this point, over a thousand people on a one-on-one basis and in groups and courses and whatnot, is that people don’t realize that in order to be successful in the job search process, it’s not enough to just be “qualified.” It’s not enough to just have a really solid resume. You really have to know how to sell yourself and to treat your own career almost as if it’s the brand. And a lot of people don’t even think like that.

Pete Mockaitis
Okay. Well, that’ll be fun to dig in. But when you say you are a brand, I’m thinking of a scene from the TV series Entourage.

Jena Viviano
Okay, I’ve never watched that show.

Pete Mockaitis
Okay. It’s kind of trashy, so. Well, so anyway, I’m not going to go into too much detail here. But our star, Vincent Chase was considering going with a different agent, and as he was going to these different agencies, they all had the same video that they thought was really cool, and they’re like, “McDonald’s, Starbucks, Apple, Vincent Chase. Like, you are a brand.”

And so, maybe let’s just get that covered right away. What do you mean by “You’re a brand”? How is that different from a corporate brand and how is it similar? And how does it inform our thinking?

Jena Viviano
Yeah. So, I would say you have a brand whether you’re cultivating it or not. Most people, nowadays, have some type of online presence, some type of digital presence, right? So, our LinkedIn profile is a perfect example. We’re talking about LinkedIn. You have a brand, who you are, what you’re about, what you have to offer, the value that you bring. That’s all a part of your personal brand. What’s your value proposition? What are you bringing to the marketplace? Very similar to a corporate brand.

The problem is that people who are 9-to-5 jobs don’t think like that. We think, “Okay, I just have to have the qualifications, I should get the job,” when, really, we have to position ourselves as candidates for the job for our “audience,” or our ideal market, the employers. And too many people don’t think from that perspective which becomes a problem when you’re applying and trying to differentiate yourself from the hundreds of candidates that are all applying to the same job.

Pete Mockaitis
Okay. Well, so then if having the qualifications isn’t enough, then what should we be doing? Like, kind of what are the key steps? You’ve got a program, Recruit the Employer? If someone is job-hunting now or will be soon, what’s their step one, step two, step three?

Jena Viviano
Start before you’re ready. I think that’s the first part is start thinking about it before you’re ready. A lot of people think that, “Once I’ve decided to make a career change, that’s going to happen immediately.” And that’s just not what we’re seeing pre-COVID times, post-COVID times. It’s just it takes a while especially if you’re at a more senior-level position and you’re trying to be strategic in your career move.

So, the first thing you really need to do is understand, “Where the heck am I going?” Clarity is a huge portion of the puzzle. A lot of people will first go to their resume, “Hey, I’m just going to read you my resume. That just needs to get done.” It feels like we’re doing and accomplishing something, but oftentimes it’s either, if we’re having somebody else do it, it’s a waste of money if we don’t know what we’re using it for.

So, the first step, really, in that process is understanding, “What do I actually want in my career?” And the second step is understanding, “What’s valuable? What do I have to offer? What’s the value that I can bring to the table?” And the third step would really be about marketing yourself to that job. So, understanding, “What does that employer care about? Those jobs that I’m targeting, what makes me different than every other candidate out there?” So, that would be the first three steps, is, first, getting clarity; second, really understanding the value that you bring; and, three, crafting a narrative to sell yourself in front of those employers.

Pete Mockaitis
All right. Well, that’s very nicely organized. Three simple sections. Let’s dig into each of them. So, clarity, I think I’m a weird kid in that I knew I wanted to be doing people-development-y things when I was in high school.

Jena Viviano
That’s impressive. You are lucky.

Pete Mockaitis
And I’ve learned that most people are not that way and many people struggle with like, “Oh, what is it I really want?” So, how do we arrive at that clarity?

Jena Viviano
Gosh, there’s a zillion different ways to go about it, but I would say that we first need to think about it. I think a lot of people go to college. And, for myself, so I went to high school, I was told I should go get a finance degree and a marketing degree so I did both those things. I went in investment banking and realized I was really bad at finance on Wall Street. Not exactly the best place to figure that out, right?

And so, I had to start to ask questions about, “What are my actual skills and gifts? What are the things that light me up? What am I doing when I’m thriving?” And then understand, “Okay, now where does that fit into the marketplace? Where are people looking for skills like mine? And how can I reposition myself for the job?”

So, I was working at the New York Stock Exchange, and I realized, yeah, I wasn’t really good at finance, but I was really good at selling, I was really good at communicating with the CEOs of these companies that would come in, I had a marketing brain. And so, I started to move more in the sales direction, and it was only through the experience of reflecting and really asking questions to people around me, like, “What do you think I’m good at?” I would ask my coworkers that question. I was pretty bold. Like, “What do you think I’m good at? What do you think I’m not good at?” so I could understand for myself and get a little bit of clarity around, “Okay, where can I lean into my strengths instead of just trying to make up for my weaknesses?”

Pete Mockaitis
Okay. So, you reflect, you ask people questions. Are there extra questions or extra ways to get answers that are really valuable?

Jena Viviano
Yeah, I think another piece of the puzzle is actually going into the marketplace and seeing what’s available. I did this experiment when I was trying to figure out what the heck I wanted to do in my next move knowing it was not finance. I started to explore companies that I thought were really interesting. And within those companies, I would actually dig into their careers page and see what jobs even looked fascinating to me. So, I was really lost, right?

So, I could actually dive into these job descriptions and say, “Yeah, I’m not qualified for that yet,” or, like, “That’s many years in the future but I could see that path and I’m interested in what that type of role would have.” So, I’d say from a very practical standpoint, it’s actually seeing what’s available nowadays. And then, apart from that, it’s actually having real conversations.

So, we’re talking about that, the reflecting piece, the really diving in and doing your own research, and then, finally, having conversations with people who do that actual job, asking for informational interviews, and having those conversations, wondering what’s in a day in the life look like, “Am I even going to like this thing that I want to get into?”

Pete Mockaitis
Okay. Certainly. And so then, it sounds like that’s actually, well, maybe I’m just a dork this way. That sounds like a lot of fun in terms of, “Well, let’s explore.”

Jena Viviano
I thought it was fun too.

Pete Mockaitis
“Let’s explore. Let’s see what’s there.” I remember, again, high school Pete, I was playing around the Bureau of Labor Statistics Occupational Outlook Handbook.

Jena Viviano
Wow! You really were interested young.

Pete Mockaitis
A fun time. As well as I was just reading books about success goals, studying teamwork, whatever, and like, “Those guys seem like they have cool jobs. They get to coach and speak and write and talk about this cool stuff.” So, yeah, what are some of the best resources there? So, one, I just dropped the governmental one. And then there’s actually the job postings that are up and out there. Are there any other particular books, websites, tools that are handy in exploring the whole wide world there?

Jena Viviano
Yeah, you know, I have not found one that I’ve loved, so I don’t feel comfortable necessarily sharing, “Hey, this is the one to see. This is the one you should take to read up on and figure out all the different careers that are out there.” I really think that having conversations and actually utilizing LinkedIn to your advantage and seeing who to network with, to understand what do other people do in really cool companies that you’re interested in.

Here’s the thing, I worked with a lot of people, and the majority of people leave jobs not necessarily because of their job function but because of the people that they are working with or the cultures that they’re a part of. So, I’m actually a huge proponent of making people first look at the company and really diving into companies that they love to find opportunities.

Pete Mockaitis
Well, can you tell us some pro tips there in terms of using LinkedIn and connecting with people, how do we play that game in terms of finding the people and crafting a message that won’t get blown off and having them show up and asking useful things of them when we have them?

Jena Viviano
Yeah. So, can I ask you a question?

Pete Mockaitis
Take it away.

Jena Viviano
Like, tell me what you think of when you think of the word networking.

Pete Mockaitis
Well, it’s so funny. I’ve been reprogrammed on this.

Jena Viviano
Yeah, you’re like, “It’s fun.”

Pete Mockaitis
On this very specific point. So, I’ll tell you what I used to think and what I think now.

Jena Viviano
How about that? Yeah.

Pete Mockaitis
So, we’ll go with both answers. So, I used to think networking is like, “Hey, I got business cards in both hands, and I’m dropping them left and right. I say let’s do lunch. And I’m at a mixer or a cocktail party, and I’m kind of working the room and kind of moving…”

Jena Viviano
It’s uncomfortable. It feels sleazy, right?

Pete Mockaitis
Yeah. So, anyway, that was my old vision. And now I think of networking as just building relationships, like you meet people, you see what’s interesting about them, what they’re into, you see how you could be helpful to them, maybe send them a link or a resource or a joke or a something that will tickle them in their particular way of being, and their needs. And then, over time, it’s like, “Hmm, I can reach out to a ton of people to get some advice or guidance or direction. No problem.”

Jena Viviano
Yeah. And I would say that a lot of people still think the former of what you thought. It’s sleazy. It’s uncomfortable. I always tell people networking should not be awkward. Networking should not be uncomfortable. It should not be sleazy. It should be pushing you outside your comfort zone, sure. But, really, at the end of the day, networking is just what you described. It is mutually beneficial, professional relationships that are developed over time. You cannot network only when you need something. And that’s where people get it wrong with networking where they think, “Oh, I need a new job. I need to be networking. Yes, networking feels uncomfortable then.”

But if you’re nurturing and cultivating a group of contacts that you are building into relationships and being in relationship with, it’s not going to be uncomfortable when you say, “Hey, I’m looking for an XYZ opportunity at XYZ company. Could you introduce me? I know you know someone there.” Like, that becomes easier. So, actually, networking really needs to be looked at as a way of life and not like a one-hit wonder that we often treat it like.

Pete Mockaitis
Yeah, certainly. Okay. So, that’s the mindset that we’ve adapted. So, check, we got it. And then how do we start finding these people?

Jena Viviano
Yes. So, I said there’s usually four levels of networking. They’re actually your friends and family. A lot of people forget that your personal networking can still be a part of your professional network, especially if you’re a career-changer. And I actually did this in my own career when I was working at the New York Stock Exchange, and I was trying to figure out what I wanted to do. I would tap my friend network, and I said, “Hey, I know you guys aren’t in sales or finance or fashion,” or whatever else I was interested in, “but do you happen to know somebody who is that I could talk to about their career, and what they’ve done, and pros and cons, and what to look out for?”

And there are people that I grew up with that I forgot that they’re parents, were like head of sales at a company. So, we forget sometimes that our own network, our personal relationships, while they themselves may not have a contact, they may know somebody. So, that is the first level.

The second level is potentially current and past colleagues. Depending on your relationship with people that you work with, maybe you feel comfortable asking questions with your current coworkers, but also people who have moved on from your company, especially if you’re looking to change positions or you’re looking to stay within the industry but change to a different company. Those people probably went into a different company and are doing something similar, so they’re a great people to tap and to keep those relationships flourishing.

I know, for myself, on a quarterly basis, still, I’ve been out of corporate for a while now, I still reach out to people that I worked with in corporate because I want to keep those relationships fresh, I value those relationships, and I find them really beneficial. So, that’s the second level. The third level is actually alumni networks. A lot of people forget that your universities still want you to stay connected, and there’s actually a really easy way to search for people that went to your college. You can actually go onto LinkedIn, you can find your school’s page, you can click on a button that says alumni, and you can actually search for someone at your ideal company to talk to them a little bit about what they’ve been doing. You have that easy kind of in because you both went to the same university. So, that’s a little hack.

And then I would say the fourth level of networking is cold outreach. It’s the most uncomfortable but I have actually used it in most of my personal job transitions and where I really encourage people to step out of their comfort zone and reach out to people that they don’t know.

Pete Mockaitis
And I’ve been pleasantly surprised a few times when I kind of pushed people for benchmarks, statistics on cold outreach effectiveness. It’s way better than I expected.

Jena Viviano
Why do you think that is? I see the same thing, for me, personally. Do you think it’s just practice?

Pete Mockaitis
I think it’s…and I want to hear your numbers, roughly to the extent you have them. I think it’s just because it’s something human in terms of it’s like, we’ve all been there in terms of trying to figure out what’s next and get in there, those opportunities, and not quite knowing what to do. And so, I think there’s just a little bit of a karmic obligation that is in us, our psyches, and it just feels pretty good to help in terms of it’s like, “Wow, if I can have a 15-minute conversation with somebody and that’s going to either help them avoid a job they’re going to hate or get closer to a job they’re going to love, that’s going to impact the years of their life and thousands of hours of their life, and it’s just going to take me 15 minutes, that feels like a pretty good return on my philanthropic time.” So, I like it.

Jena Viviano
Yeah, you have a good attitude about it.

Pete Mockaitis
Yeah. Well, it doesn’t mean I’m a saint. I don’t always take them but, you know, I do, frequently. And so, that’s just my raw speculation. What do you think?

Jena Viviano
Yeah, no, I totally agree. I think there’s a couple of things. It’s a matter of how the candidate or the individual reaches out to the contact, so I think it’s never what you say, it’s how you say it. You could say the same thing, “Hey, I want your time,” and, “Hey, I want your time,” but say it in two different ways and get two different responses.

So, what I recommend for people is if you’re reaching out to somebody, customize it. Don’t send them a copy-paste whatever. Send them something that’s customized that’s going to show that you paid attention to them. Maybe you’ve listened to their podcast, or you love what their company is doing, or you see that their teams have worked on something, maybe it’s something on their LinkedIn profile you can relate to. Just customize it a little bit actually goes a long way.

And then having a very clear specific ask. Here’s the problem with a lot of networking messages. I get them all the time. I’ll get somebody who reaches out to me, and they’ll say, “Hey, I would love to chat with you. Let me know if you’re available next week.” I have no idea what their goal is, I have no idea how long they want, none of those things. So, what you want to do is you want to be very clear on, “Hey, I’m looking to explore a career in sales,” I’m just going to use that example. “I’m looking to explore a career in sales. I see that you’ve made some job transitions in your life. Would you be open to chatting for 15 to 30 minutes? I have three questions I wanted to ask you. No pressure if not.” So, it’s being very specific and also giving them an out. You’re not backing them into a corner. If they can’t do it, they’re actually probably more likely to tell you, “Hey, I can’t do it,” or, “Actually, I’ll help on the phone with you.”

Pete Mockaitis
Yeah, certainly. I dig it. And three questions, I like it because, one, that’s short and doable, manageable so I can handle three questions. And, two, it’s a little intriguing, like, “Oh, what are the three questions?”

Jena Viviano
Yeah. And, to your point, like people want to help and also people love talking about themselves. So, if you’re giving them an opportunity to talk about themselves, they’re going to be into that.

Pete Mockaitis
All right. Well, so let’s fast forward a little bit. So, we’ve got clarity, “So, this is what I’m about. This is what I want.” We’ve got opportunity. That sounds really juicy and that’s just what I’m shooting for specifically. We’ve got a great networking mindset and we’ve got some folks who have given us some insight, so that really does sound like a great place to be. So, now what? We’ve got it in our crosshairs. What do we do now?

Jena Viviano
Yeah, I think part of it is still leveraging your networking connections. Seventy percent of jobs are placed through connections. And so, whether you’re having that soft ask, you’re just asking somebody for a connection time, or you’re realizing, “Hey, this hiring manager is on LinkedIn. I’m going to reach out to them and proactively tell them how I can bring value.”

So, I think the next step really is understanding, “What is the value that I can bring? What does that person really care about, that hiring manager care about?” And I kind of distill it down to when you’re reading a job description, or when somebody is hiring you, you got to be thinking about it from their perspective. They’re not just hiring you to hire a body, right? They’re having you be hired for a specific purpose. And I have never found a reason, not one of these three things basically. You’re either going to save a company money, make a company money, or make someone’s life easier. Whether you’re a janitor or the CEO, you’re doing one or multiple of those three things.

So, when you’re positioning yourself for a job, if you’re having trouble understanding, like, “What is the value I can bring?” figure out which one of those three buckets you’re sitting in so you can tell your story in a way that’s going to be compelling to that employer.

Pete Mockaitis
Okay. Excellent.

Jena Viviano
Yeah. So, I would say that most of it comes down to you’re understanding your story, and then, very specifically, you are either reaching out to people for a networking capacity, you’re having those conversations and telling them where you can provide value, or you’re applying online. I usually say about 80% of your time should be networking and about 20% of your time should be applying online. And then from there, once you’re given the opportunity to actually get in the door, you’re going to be able to tell that story.

I’ve worked with people who have not had any experience maybe with interviewing well, and don’t know how to tell their story, and they’re kind of all over the place, and then you bring it some structure and you actually understand the psychological implications of why someone would want to hire you, it actually becomes a piece of cake.

Pete Mockaitis
Well, tell us about that structure and how we execute that well.

Jena Viviano
Yeah, I think the best way to describe it is with the number one question everybody hates, “Tell me about yourself.” Right?

Pete Mockaitis
Yeah, they say that.

Jena Viviano
The first question we all get is, “Tell me about yourself.” It’s kind of that first impression, it’s that do or die moment, and a lot of people muddy it up. We think, “Should I talk about my whole career? Do I talk about my dog? Do I tell you about my spouse? Like, what do I talk about in that question?” And I usually say break it up into three parts.

You talk a little bit about what you’re doing right now and how that’s making an impact for the company that you’re currently a part of. You tell a brief story, very brief, about how you got there, highlighting the key pieces that are relevant to the job description and any information that you gleaned before that interview. And, finally, landing on why you’re excited to be talking to that individual and why you’re excited about the organization.

So, it’s very simple. It does not need to be overcomplicated: where you are now, how you got there, what you’re excited about for the future.

Pete Mockaitis
And is that 30 seconds, one minute, two minutes?

Jena Viviano
I’d say don’t go farther than two minutes. It should be anywhere between one to two.

Pete Mockaitis
Okay. Well, that is nice to demystify. So, we don’t talk about the dog or the spouse.

Jena Viviano
You can but my personal opinion is that’s kind of in the rapport-building whether you’re having a conversation in the sidelines, but when you’re actually asked an interview question, they want to cut to the chase. They want to know, ‘How are you going to help us? How are you going to help us reach our goals? How are you going to make my life easier? And I want to know that first.”

Pete Mockaitis
Okay. Well, hey, that was awesome, so a tricky question, “Tell me about yourself,” and a simple approach. I like that.

Jena Viviano
Simple. Don’t complicate it.

Pete Mockaitis
Give us more of those. What are common tricky questions and then the right way to answer them.

Jena Viviano
Yeah. We can talk about interview questions from strengths and weaknesses, that’s a big one. Everyone is like, “I don’t know what my strengths are. I don’t know what my weaknesses are.” And I think we look at this question wrong. We think that an employer is out to get us, like they’re going to take us and they’re going to be like, “Jeez, we just want to make sure that you’re answering the questions wrong. We don’t want to hire you.” No, they want you to succeed. They want to see if you’re self-aware.

So, when asked that question, I would pick up a very specific strength that you have, that you have an applicable story to tell, “So, I’m good at this. Here’s an example of how I’ve exemplified that in the past.” And then for a weakness, just make sure it’s not like the key thing you need to do the job well. Like, if your core function within your role is to be in Excel, and you tell them you’re bad at Excel, you probably shouldn’t be applying to the job.

So, it’s more about a weakness that’s relevant to the job, it’s not a fake thing, it’s not like perfectionism – I hate that weakness – but a real weakness that you have, and then what you’re doing to overcome it, and what you’re doing to put steps in place to make sure that that weakness doesn’t detract from your quality of work.

Pete Mockaitis
I’m just thinking right now, like, “What are my weaknesses?” Sometimes I think I’m lazy.

Jena Viviano
Oh, really?

Pete Mockaitis
Yeah, but what it really is I’m profoundly demotivated by pointless stuff that’s not truly value-added and leveraged. And it’s like, “I want no part of that.” Although, I can get really jazzed about figuring out how to outsource it, “What’s the process and system by which I can make this disappear from my life forever? Ooh, let’s spend hours on that. That’s a juicy problem.”

Jena Viviano
I’d say mine is procrastination. Like, that is always, ever since I was a little girl, procrastination is definitely not a positive thing and I’ve always struggled with procrastination. It was always my example, I procrastinate. But this is how I try to make sure that it doesn’t happen in the future. So, you can have real weaknesses and still get a job.

Pete Mockaitis
Yeah, totally. All right. Well, hey, give us another one. A common tricky question and the best way to approach it.

Jena Viviano
Yeah. “Why should we hire you for this job?” I think that goes back to selling yourself, right? A lot of people do think that they just need to be qualified on paper, 2D, but you really have to bring that story to life. So, when you’re thinking about preparing for the answer of, “Why should we hire you?” and even if they don’t ask that question directly, you should be answering that question throughout the entirety of your interview. That’s what they want to know, “Why should we hire you?”

And, really, what you want to be thinking about are, “What are the three main functions of that job and how can you do that better than anybody else?” And expressing that, we’re breaking it up into three, I’m using threes a lot on purpose, it’s easy for us to remember, it’s easy for people to listen to. So, you just break it up into three parts, “What are the three main functions of the job that the person who does this job has to do really well?” And then explaining the story around how you’ve done that in the past.

Now, let’s say, for instance, you have a glaring objection, like you have a glaring thing you have not done. Maybe you haven’t been capable of, for myself, I was in sales and I never had a sales job. I was applying for a sales position. And so, I actually brought up the elephant in the room, I said, “You should hire me because I don’t actually have that traditional sales experience. But if you’re looking for somebody that’s able to come to the table, that’s going to be able to talk to seniors, C-suite leaders, and help your company get to the next round of funding, I’m going to be the person for the job.”

So, make sure you have confidence of declaring and acknowledging the elephant in the room but also expressing how you’re going to be able to work around it.

Pete Mockaitis
And, in that example, I don’t know if I picked up on how you not having sales experience is an asset.

Jena Viviano
Yes, true. So, I didn’t go fully into all the details around that but mostly the position that I was speaking about, that individual was asking, “Why should we hire you?” and they had had the question, “Hey, you don’t necessarily have that sales experience,” and I said, “I don’t have that sales experience but here are three other ways that I do have experience that’s similar to sales, and how I would plan on bringing that market to life basically.” So, I was expressing to them the plan that I had in place to actually make that happen.

Pete Mockaitis
Okay. Right on. Okay. Well, so then let’s keep it rolling. Any other tough questions, simple answers?

Jena Viviano
Yeah, tough questions. What do you feel like is a tough interview question that you’ve experienced?

Pete Mockaitis
Well, it’s sort of tricky because I kind of know the answers, but let’s just go with it, “Tell me about a time you failed.”

Jena Viviano
Yeah, “Tell me about a time you failed.” That’s a really big one that I feel like a lot of people get scared about and think that they can’t fail. And I actually gave a really bad answer to this in an interview, and the interviewer called me out on it, “That’s not a real failure.” So, you should always express a failure that you own but also what you learned from it. It’s all about the learning. It’s a self-awareness question, it’s a behavioral question where you’re getting asked, “What is that failure but then how did you overcome it?” That’s really what they want to know.

Pete Mockaitis
And what about, I love it when…so, there’s the get-real precise, like, “Tell me about a time in which…” and so then there’s like several very specific layers. And it’s just like, “I don’t think there’s ever been a time that that’s happened to me.” What do you do there?

Jena Viviano
Yeah, I think, again, we have to think about why are they asking that question. They’re wanting to see, “Can you think on your feet?” They’re wanting to see, “How would you approach a situation should that situation ever come up?” And you could literally say, “I’ve never had that situation come up but this is how I’d approach it.” I’m never encouraging people to lie in their interviews, but if you’ve never had that experience, say that you’ve never had it, but then explain “If that was happening in real time, this is how I would approach it. And here’s like the three steps that I would do to solve that issue.”

Pete Mockaitis
And what’s your take on, I think, for me, Sethi is going to be on the show soon. Woohoo. Talk about the briefcase technique or providing more or less in your interview unveiling your plan. Like, “I’ve already thought a lot about the challenges facing this team, this organization, in this role, and here’s how I would go about getting after it.” What do you think about that approach? Pros? Cons? Suggestions?

Jena Viviano
Yeah, I think there’s pros and cons to it. I think if you’re really early on in the process, I’m not a fan of it just because I feel like you’re giving a lot away. And I think a lot of people get stressed out about that, like, “I’m giving away my information. What if they don’t hire me? They’ll just take my information and then they go on their merry way.”

I think it’s really effective though, especially if you’re a career-changer and you don’t have a lot of experience proof, but to explain how you would actually come to their company and fix some things and what your plan of action would be, your 30-, 60-, 90-plan. I think it’s really effective to prove that you’re capable of doing the job. So, I think it depends on your own situation, but I’m a fan of it later on in the interview process.

Pete Mockaitis
And anything you recommend that we don’t do? Anything that’s just old, bad, misguided advice that’s out there?

Jena Viviano
I see a lot of people actually come into the interviews too early. I know that sounds crazy but they come to the interviews too early, and especially when we were in person. People would come to those interviews and you’re actually detracting from whoever is trying to host you or whatnot. It becomes really, really uncomfortable. So, that would be the first thing. So, just come on time or about 10 minutes before. You don’t need to be showing up like hours beforehand.

I would say, also with the interview process, is not following up or not knowing what next steps look like. I see that happen a lot with people where they don’t ask those very specific questions of, “What do next steps look like? I’m really excited about this organization,” and providing that follow-up, asking, “What’s going on next?” and asking them to be transparent.

Jena Viviano
I would say another thing outside of just the interview, just in general in the job search process, we forget how important mindset and confidence is in this entire process. Like, work is not transactional. It’s actually highly emotional. And so, there’s a lot of emotions that go into the job search process. And sometimes we think we just need a really solid strategy when, really, we need to probably change our mindsets. We probably do need to change our strategy, but we also need to think about ourselves different in the application process.

If we don’t believe that we deserve to be in the room, and I see this with women all the time, if we don’t believe that we deserve to be in the room, if we don’t believe we deserve to be interviewing there, we’re not going to do really well throughout the entire process. So, I think that there’s a huge mindset component that a lot of career coaches and just in the career space we don’t really talk about because it feels fluffy. We like strategy because it feels very practical, but I think you need both things married together to be successful in the job application process.

Pete Mockaitis
All right. Well, hey, let’s say you don’t feel like you deserve to be interviewed, what do you do about that?

Jena Viviano
Yeah, I would say part of it comes down to, “What lies are you believing about yourself? And who told you that?” I see it with women all the time. I see women, I’ll be talking to a man on the phone, and I’ll be talking to a woman on the phone who’s interested in our services, and this literally just happened recently. I had a man on the phone who said, “I got let go from my job but in my next job, I want to be making $50,000 more.” And I have my female who says the complete opposite, “I got let go from my job. I’m okay if I’m only making $30,000 less than before.” This is the common narrative.

So, I think, first, part of it is for us as women, and men, to be unlearning the lies that we have believed that we’re not good enough, that we don’t have something to bring to the table because we haven’t spent the time to actually write through what is the value that we can bring and to reflect on our key accomplishments that we’ve had over the past year, five years, ten years, however long we’ve been in the industry for. So, that’s a very practical thing, is to actually sit down and reflect on your key accomplishments and what you’ve done.

Pete Mockaitis
Okay. And then, in so doing, I suppose you take a step back and go, “Hotdog! A lot of good stuff. Check it out.”

Jena Viviano
That’s part of it but I think part of it is acting, too. So, we’re talking about networking, we were talking about actually taking steps. Where a lot of people sit in the mind space of, “I’m not good enough.” Instead, we really need to be having conversations with people. We really need to be putting ourselves out there. And the more that you do that, the more comfortable you get with rejection. The more comfortable you get with rejection, the easier it becomes to continue to actually move forward. So, resilience is one of the top things I talk about a lot in my programs with my women, is, “You’ve got to be resilient throughout the process and know that there’s going to be rejection that happens. That means you’re doing something and you just got to keep pushing forward.”

Pete Mockaitis
Boy, I love that. And I’ll tell you I think one of the best experiences of my life was…so, I wrote a book in college, and I ended up self-publishing it. But before I chose that route, I reached out to all these publishers. And so, this is a little old-school, you know. So, I sent them the one-page query letter, just like the books told me to, and so I sent like 200 something of these out. And so then, to have that daily experience where day after day after day, I opened the physical mailbox and there’s, I don’t know, two, three, six letters back to me, and almost all of them say no again and again and again was just so valuable because it’s kind of like, for the hundredth time I’ve been rejected, and for the hundredth time I’m not dead. So, I highly recommend it. Getting rejected a ton. How else do we get over it?

Jena Viviano
I think a lot of people, we try to avoid it as much as possible. And so, then when it does happen, we really think we’re the worst things ever. But if you’re just used to getting rejected or just used to putting yourself out there and not getting the exact result that you wanted, it’s actually going to build that resilience and make you more confident. What I personally found in my own career and with other people that I’ve worked with, the more at that you get, the better opportunities that you have in the future.

I’ve seen this happen with one of our clients. She came to us and she didn’t really know what she had to offer. She literally couldn’t tell you. I asked her, “What do you do?” And she’s like, “I really have nothing.” And after our time working together, she really went through this mental transformation of realizing, “Oh, I’m actually good at what I do. Actually, what I do is differentiated from other people, and this is valuable to organizations.” She ended up getting an offer at another company, was going to be working for a leader that she really admired, was going to be making more money, and she, at that point, felt confident she was like, “No, I’m actually going to turn that down because I want to launch my business.” Like, that’s a level of confidence that I want to see most women have.

Pete Mockaitis
Yeah, that’s cool.

Jena Viviano
Yeah.

Pete Mockaitis
Well, so we kind of skipped past the resume because that’s not the first thing to do and it’s not the end-all be-all, although it’s very concrete and specific. It feels like you did a thing when you’re done. But lay it on us a couple of do’s and don’ts for the resume to make it awesome.

Jena Viviano
I’d say the first don’t is don’t spend all your time doing it.

Pete Mockaitis
Okay. Ooh, that’s a nice don’t.

Jena Viviano
Just don’t do it. Here’s the thing, your LinkedIn profile is like passive income, it works for you while you sleep. Your resume is only going to work for you when you submit it. So, we have all these people that are spending all this time tweaking their resume and updating it when a recruiter only looks at it for six seconds. So, yes, you need a solid resume. Does it need to share your accomplishments? Do you need to quantify as many things as possible to make it easier for that recruiter or hiring manager to understand how you’ve been able to bring value? Yes, yes, and yes. But the hours that I hear people are spending on their resume makes me nuts. I go nuts. So, I think the main thing would be just stop spending so much time and I would rather you spend more time engaging on LinkedIn, which is actually going to work in your favor.

Pete Mockaitis
Okay. Lovely. Well, Jena, tell me, anything else you want to make sure to mention before we shift gears and hear about some of your favorite things?

Jena Viviano
No, I would say the big things is that if you’re thinking about making a job transition, start before you’re ready, start before you’re like, “I need to leave now.” And then I would say get yourself a plan. Don’t walk into this and try the do it yourself route. Really create a plan for yourself. Either get help from somebody or create a plan because no one ever taught you actually how to find a job. Our colleges, unfortunately, didn’t teach us how to do that. And so, by creating a plan and knowing the story that you want to tell about your own career, those are the two most important pieces to the puzzle.

Pete Mockaitis
All right. Thank you. Well, now, could you share a favorite quote?

Jena Viviano
Yeah, it’s actually from my dad. He said this to me when I was leaving investment banking and I was really upset, I felt like I was failing everybody, including myself and my boss, and he said, “You know, Jena, a company is only going to be as loyal to you as what makes financial sense for them. So, if you need to leave for health reasons or personal reasons, it’s okay.”

Pete Mockaitis
Yeah, that is very true. There may be some rare exceptions with small family-owned closely-held whatever organizations but for the most part it’s kind of like, “Oh, hey, the market dipped. Okay, 3,000 heads got to go, and you’re one of them.”

Jena Viviano
Yeah. And I think that we take it very personally because it is very personal but I think when we adopt that mindset, it also allows us as individuals to make choices and be strategic and take back our careers and quit waiting for an employer to tell us what’s next. We actually dare to take ownership of that.

Pete Mockaitis
And how about a favorite study or experiment or bit of research?

Jena Viviano
Yeah, I would say right now I’ve done a lot this past year around rest and there is one book by a gentleman Alex, I’m going totally butcher his name, but it’s a blue book. I can picture it in my brain. And he talks about the rhythms of the most creative people and how rest is a huge part of that. And I took a two-month sabbatical this year and so I’ve just been really studying how rest can actually benefit us in our work.

Pete Mockaitis
Thank you. And, well, I was going to ask about a favorite book. It sounds it might be the resting book. But any others?

Jena Viviano
Yeah, I would say this is such a cheesy entrepreneurship one. The first one that got me introduced to entrepreneurship was The 4-Hour Workweek. I think that everybody’s but I love me some old-school Tim Ferris.

Pete Mockaitis
All right. And a favorite tool?

Jena Viviano
Yeah, I love Loom.

Pete Mockaitis
Oh, me too.

Jena Viviano
It’s fantastic. We use it for training videos. I’ll send a client something. We use it all the time. I love it.

Pete Mockaitis
Okay. And a favorite habit?

Jena Viviano
Yeah, morning routine. So, for me, it looks like getting up around 6:00 o’clock, it’s making my coffee, it’s having some quiet time with Morning Pages. I don’t know if you’re familiar with that. It’s basically writing freehand three pages of whatever is in my head, dumping it down. And then I’m a Christian so I read my Bible in the morning, and then I’m getting in the shower and getting ready to go to work.

Pete Mockaitis
And is there a particular nugget you share with clients that really seems to connect and resonate; they quote it back to you often?

Jena Viviano
Probably the “Don’t network when you need something.”

Pete Mockaitis
Okay. All right. And if folks want to learn more or get in touch, where would you point them?

Jena Viviano
Yeah, RecruitTheEmployer.com is the best place to find all things me and Recruit the Employer.

Pete Mockaitis
Okay. And do you have a final challenge or call for folks looking to be awesome at their jobs?

Jena Viviano
Yes, I would say to take action today. So, pick one thing that we talked about, whether it’s figuring out your strategy, or you’re writing down an answer to an interview question, you’re networking with one person. Take one of the things that we talked about and start taking action today.

Pete Mockaitis
All right. Jena, this has been a treat. Thank you. I wish you lots of luck in your adventures.

Jena Viviano
Thank you so much.

Pete Mockaitis
Steve, thanks for joining us here on the How to be Awesome at Your Job podcast.

Steve Dalton
It’s my pleasure to be here.

Pete Mockaitis
Well, I’m excited to dig into your wisdom. But, first, I want to hear you consumed zero carbs for a six-year period of time. Why and how and what happened here?

Steve Dalton
Desperate times, desperate measures. This was just right around when I’d finished writing The 2-Hour Job Search, I pulled my hamstring, I’m an avid soccer player, and was still eating like I was playing soccer all the time and packed on some pounds pretty quickly. So, drastic measures had to be put in place. I had just finished reading The 4-Hour Body by Tim Ferris, who walks through kind of kind his slow carb plan, and took off a bunch of weight right away but I loved how binary his diet was. There was stuff you could eat, and stuff you could not eat, and stuff you could eat, you could eat in any quantity. So, it’s very simple. There was no food anxiety. And then he had a cheat day every week waiting for you on Saturdays, which was the most glorious day ever every week. Christmas every week basically.

Pete Mockaitis
Okay. And so, then with zero carbs, I mean, don’t you just feel miserable? Tell me.

Steve Dalton
Initially, yes, but then you get used to not having sugar rushes and crashes. Your whole affect mellows out. I liked it so much that even after I lost the weight in the first three months, I decided to stay on it for six years just because I liked how much simpler it made living and food decisions.

Pete Mockaitis
Okay, well. So, you liked simplicity and you talked about The 4-Hour Body, but we’re talking about your book “The 2-Hour Job Search.” Now, that also seems so good to be true. What is it exactly that we’re able to accomplish in two hours of job searching?

Steve Dalton
Great question. And this is something that people get wrong. Sometimes they think the 2-hour job search, “I’ll have a job in two hours,” or the 2-hour job search, “I need to do two hours of job searching every night,” and that’s neither of those things. It’s the amount of time that it would take you, starting from scratch, if your boss tells you, “Steve, you’re fired. Start looking for a job right now.” If it is 5:00 p.m., by 7:00 p.m. you will be done for the day. Any additional effort would be extraneous, any less effort would be insufficient.

But in that two hours, you can structure a strategic job search from scratch, come up with an adequate list of targets, put them in a logical order of attack, and initiate your first batch of outreach. After that first two hours, you simply need the help of others to make any further progress.

Pete Mockaitis
Okay. Well, there you have it. So, let’s dig into all of that. So, we are figuring out what we’re after, the targets, we’re doing the outreach, and then after that we have to start talking to other humans to get some insights and input and to see where the path unfolds, huh?

Steve Dalton
Yes. Nothing is arbitrary. But after that first two hours, the amount of work you do in a given day is truly driven by your response rate back from the people that you reach out to. And there’s if-and-then statements for every step of the process from that point forward. I can give exact instructions after that first two hours. And even for the first two hours, the majority of that two hours will be implementing and structured rather than creatively curating a bunch of tips. It’s more like a recipe than a list of ingredients.

Pete Mockaitis
Okay, sure thing. All right. Well, could you maybe start us off by telling us an inspiring story of someone who followed this process and saw good things happen?

Steve Dalton
I think my favorite story of this, of someone implementing this process, this attendee at one of my sessions, had applied for a job online and didn’t hear back right away. So, he heard about this book, picked it up, and started following The 2-Hour Job Search process. So, he reached out to a contact at the company, did an informational meeting. That led to a referral to another meeting who did screening interviews which he passed. Got to the second-round interview, got to the final interview, got the offer and got the phone call from the company, and he was delighted. And the whole process took him about a month or a month and a half.

The day after he got his phone call offer, he got the automated email response from the company’s website, saying, “I’m sorry. There’s no match for you right now. We’ll keep your resume on our database for future reference.” He was two entirely different candidates just by being the same exact person. When you go through online job postings, you are a different candidate fundamentally than when you take an advocacy-based job search approach.

Pete Mockaitis
Yes, that’s quite the distinction. Please unpack that. So, advocacy-based versus online, how do each of them look, sound, feel in practice?

Steve Dalton
I equate the modern online job posting job searches fishing for fish in a poorly stocked pond where if you spend eight hours fishing today, and you don’t catch anything, you are no closer to catching a fish tomorrow when you go back out towards that lake and start fishing over again. You start over again, it’s a raffle ticket that didn’t pay off so you have to buy more raffle tickets.

I equate the two-hour job search or, more generally, an advocacy-based job search to fishing for lobster. Lobster don’t swim up to the hooks, so you buy cages that you bait and you check the cages every day or two to see if you caught anything. That we never know with certainty that any particular lobster cage will ever catch you a lobster but you do know with certainty the more cages that you have baited in the water, the better your odds are of catching a lobster eventually, so your odds improve over time. Eight hours spent procuring or creating cages and checking on them in the water, your odds of catching that lobster go up over time as opposed to being just eight hours spent furiously marching in place, like that same amount of time spent applying online to job postings.

Pete Mockaitis
Okay. Well, walk us through here. So, two hours, we’re buckling down, we’re making it happen, we’re going to make some cages and bait them and set them. What are we doing?

Steve Dalton
First thing is we got to come up with an adequate consideration set. I’m a big TV nut, I’m also very sensitive to awkwardness, but I do like to start off my talks and use this analogy in the book, of “The Bachelor,” the TV show, the TV phenomenon. It’s much better to be the bachelor on “The Bachelor” than one of 25 contestants vying for the bachelor.

Pete Mockaitis
Oh, absolutely.

Steve Dalton
Like, the bachelor got on the show called “The Bachelor,” hats off to you, sir. That’s well-played. I don’t understand why a woman would go on that show or why a guy would go on “The Bachelorette” though because supply is restricted, demand is stimulated, there’s an opportunity costs, you got to give up several months of normal dating, so there’s so much bad about that.

So, step one is taking yourself out of that one-of-25-contestants over and over mindset. And the way that you do that is you come up with an adequate consideration set. We brainstorm many employers. When people don’t have a systematic way to brainstorm target employers, they tend to just come up with the first few that come to mind and that becomes the entirety of their list but that doesn’t take away what I call artificial desperation.

Artificial desperation is where you have an artificially small consideration set. Where you need every conversation or every employer to work out because you don’t have enough backups to give you that confidence, that laissez-faire attitude that the bachelor can take into being exactly on the show called “The Bachelor.”

Pete Mockaitis
Oh, exactly. “Hey, this day doesn’t work out. It’s all good. There’s 24 more.”

Steve Dalton
Exactly right. Exactly right. Yet I see very smart people go into their job searches under that “I’m one of 25” assumption over and over and over again. After you do that enough times, you’ll get used to people treating you poorly and ignoring you. That takes a toll on your confidence. And once you start admitting that desperation, your prospects for success diminish greatly.

Pete Mockaitis
Okay. So, then we need a larger set, not just, “Hey, a four or five.” Like, “Hey, I know four or five consulting firms or insurance agencies, so that’s it,” but rather many more. And so, you say there’s a structured brainstorming approach to build that list way out. What is it?

Steve Dalton
The technique is called the LAMP list. So, LAMP, I’m a former strategy consultant so there’s acronyms for lots of steps here. The L is for the list of employers itself, the first step of the LAMP list-making process, which in total takes 70 minutes, is to come up with a list of 40 employers in 40 minutes. That’s a little bit overwhelming so we split that into four different 10-minute chunks, four different brainstorming methods, 10 minutes each.

Once we have that consideration set then we find three pieces of data, the A, M, and P in LAMP, for advocacy, motivation, and postings, that are easy to find and predictive of success. And that takes the balance of the remaining 30 minutes of the 70-minute process. Once we have that raw data in there, we can sort the list so that we can identify our top six based on data. We’ll tweak that top list for our own intuition.

Once we have that top six identified, we initiate outreach to that top six simultaneously so that we are the bachelor in our own job search where we’re juggling multiple employers off of each other and we don’t become overly invested in any single one.

Pete Mockaitis
Well, Steve, you have boiled this down to a mechanized science. This is impressive. So, let’s dig into a bit of detail here. So, yeah, let’s say we’re brainstorming here. I want to get 40 employers listed in 40 minutes. How do I go do that?

Steve Dalton
I recommend four different brainstorming methods. So, the first is the brain dump, the dream employer method, I call it. So, all those employers you thought, “I need to do a job search. Here are the ones I want to obsess over. I want to voluntarily become fixated on them like one of 25 contestants obsesses over the bachelor.” Write those down. Get them out of your head onto paper because they’re going to probably be in your top six but we need to brainstorm beyond them now. So, dream employer method.

If you can come up with a name for what those employers have in common, you can Google it. A list of strategy consulting firms, a list of companies headquartered in Lincoln, Nebraska, whatever kind of drove you to come up with that handful. A lot of people, I’ll give them 30 seconds to a minute to do this live in my talks. They’ll come up with anywhere between two or three on the low end and 10 to 15 on the high end. So, some people are already a quarter of the way there in that first minute, but then we can use Google to extrapolate beyond that.

The second method is the alumni method or the advocacy method. So, find a database of people who share a background with you, whether it’s a school you most recently attended or maybe the transitioning veteran community if you’re coming out of the military, and see where people like you are now currently employed, to brainstorm these employers a different way.

Pete Mockaitis
So, database like your school alumni database or LinkedIn grouping of sorts.

Steve Dalton
Absolutely, both of those.

Pete Mockaitis
Okay.

Steve Dalton
The third is kind of the intuitive, the Indeed.com method, the posting method. So, let’s look up postings where they’re looking for people just like you. The catch is we’re not going to apply to these postings because those are blackholes. We’re going to use those to identify employers that are expecting to hear from you, people like you right now. It’s just a different way to brainstorm employers that you may not have come up with using the other two methods.

And the fourth and final one is the trend method. So, read for fun for 10 minutes. Whatever kind of professional adjacent reading that you do, do that. But anytime you come across an organization doing interesting work, recognize that that’s a potential employer and you found it doing something you do organically. Warning for free, in your spare time, I want to find a way to get you paid for that. So, those are the four different methods to come up with 40 employers or more in 40 minutes.

Pete Mockaitis
Okay. And I guess what’s interesting is, as you dig in, I could see them multiplying a few ways. Like, sometimes I like to play with NAICS Codes, the North American Industry Classification System. If you have access to a database like, well, back in the day it was OneSource Business Browser but I think, maybe, Hoovers is where it’s at these days, perhaps. So, you can sort of enter in the code and then see others. Or, you go to LinkedIn and see one person who’s in a role at a firm, and go figure the people also looked at also tend to be people who are on other firms.

So, can you tell us, what are some of your other favorite ways that just multiply, “Hey, I have five and I Googled, I looked at a database”? Are there any particular tactics that are just like “This is stupid easy to get a big list fast”?

Steve Dalton
My favorite is a tool called Crunchbase. It’s actually an investor’s website but it’s brilliant at helping job seekers brainstorm employers quickly all for free. So, you have to accept that they’ll only show you the first five results of whatever search you do, but the first five results, you can just find an industry and pick that one company that you know you really want to work for, look it up, and Crunchbase, it’ll give you a handful of industry names for it. Are you interested in Betterment because it’s impact-investing or is it because it’s a fintech company, for example? Click on whichever industry level you find most compelling and then narrow it down to just “fintech companies based in California” if you know you need to stay in the West Coast.

So, you can use three filters for free and it will keep showing you the first five results for free over and over and over again if you slightly change your search terms. But what I love about this approach is it gives you a very Tinder-like interface. It keeps suggesting employers to you as many of which you’ve never heard of but it gives you this nice one-sentence description where they’re based. And if you see something you like, you swipe right, you put it in your Add Column. If you see something you don’t like, you swipe left and you never think about it again. But I love how free and elegant and practical and applied that Crunchbase can make the act of brainstorming employers.

Pete Mockaitis
Oh, Crunchbase is good. And that also gets me thinking about just like the Fortune or Global 500 or 1000 list for kind of the biggies, or the Inc. 5000 list for high growth, and, yeah, so I hear you. What previously sounded like maybe too good to be true, 40 employers in 40 minutes, now sounds kind of easy. So, thank you.

Steve Dalton
A pleasure.

Pete Mockaitis
Okay. So, we’ve got our list. What next?

Steve Dalton
Okay. So, we found our three pieces of data. Once we found our three pieces of data, a key tenet of the LAMP list is the assembly line approach, “Let’s do the same task over and over and over again in rapid succession to get some efficiency on it.” So, let’s figure out which of these employers do you have alumni from your most recent organization, be it the military or be it your most recent school? It’s just a simple yes or no.

The next column is your own motivation. How motivated are you to reach out to these employers knowing that the majority of people you reach out to are going to ignore you? Do you have the desire to keep trying though? And then the posting column, let’s see how relevant their current job postings are to see how urgent each individual employer, out of your 40 or more, is. Now we can put them into a logical order of attack. Motivation, we sort by first, then by postings, then by alumni, and we see these are what the data our top six should be.

Now, we use our intuition, “Do we want to switch that top six around?” so, we can fudge the results a little bit. I want people to be anchored by data not intuition. Once they’re anchored by data, then they can override with intuition to their hearts’ content. Then, once we’ve got that top six, then it’s time to identify promising-looking contacts and initiate our outreach.

Pete Mockaitis
Okay. And how do I do that?

Steve Dalton
A great question. So, for each of these top six employers, now we can drill down a little bit. I have a hierarchy for how to choose promising-looking contacts. First and foremost, you’ve got target people who are functionally relevant, people who have the job you want right now or want one day, ideally one to two levels above you. But when I wrote the book, initially, back in 2012, I recommended kind of that alumni connection over functional relevance but now reach out to people who have the job you want. This process is built around doing informational meetings efficiently and it’s really hard to do a good informational meeting with someone whose job you don’t really care about and you don’t really want to learn more about. So, you’ve got to start with that functional relevance piece.

Then, if you have lots of options, choose an alum. If you still lots of options, choose someone one, two levels above where you would start. If you still have lots of options, choose somebody who’s been promoted while at that company because they’ve got more social capital to spend on behalf of a job seeker.

Pete Mockaitis
And when you say lots of options, am I just going into LinkedIn to see the lineup of human faces and names? Is that where I’m going?

Steve Dalton
Yes, absolutely.

Pete Mockaitis
Okay.

Steve Dalton
LinkedIn is a great tool for this if you are savvy enough to access their all filter search. The best way to get to it is just click on that top box in LinkedIn, don’t type anything in, just hit Enter. That’ll bring up a ribbon at the top that will ask you to fill in some filters. If you go all the way to the right of the screen, it says All Filters. Hit that, that will bring up the Advance Search or the custom search where you can just plug in, “Okay, I want people at this company currently. Okay, let me add my school in next. Let me add a functional keyword into the job title section,” and you can narrow down your results that way iteratively.

Pete Mockaitis
Okay. So, if we’ve got some folks and we prioritize by a role function similar to what we’re after, and they become promising if we have some kind of a connection, like, or commonality, alumni or something going on, and so what happens now? I’ve got the companies, I’ve got people out those companies, and what do I do?

Steve Dalton
It’s time to unleash the fury. So, we are going to figure out how to get in touch with these people. So, I have a hierarchy for finding the most effective way for getting in touch with each of these people. LinkedIn Groups, to me, are the best-kept secrets in a job search. If you share a LinkedIn Group with someone, which people often do with their schools that they’ve attended, you can message them directly, you don’t have to pay for in-mail, you don’t have to even check your alumni database in a lot of cases. So, LinkedIn Groups is the best option if you have it available to you. And there’s tools out there that will help you find email addresses directly for certain companies as well.

Pete Mockaitis
So, like Hunter.io or what are those things?

Steve Dalton
I love Hunter. Yeah, I’m a big fan of Hunter. It’s the best combination of power and replicability. You can use it 50 times free for a month, and I’m a big fan of free in the job search. I think it’s kind of cruel to ask job seekers to pay money in order to make money. So, once we’ve got our contacts identified, the contact information found, it’s time to unleash the fury, send one email to our favorite contact to each of our top six employers.

Pete Mockaitis
And just before we get into the content of the email, you say a hierarchy of ways to contact them. So, are you saying LinkedIn message versus email versus…? What’s the alternative and how do we choose?

Steve Dalton
LinkedIn Groups are my favorite because you lead with your affinity group. You don’t even have to provide a subject line for that LinkedIn message; LinkedIn provides it for you. This is different than a LinkedIn invitation to connect. While that is easy because all you have to do is just invite to connect, even if you customize it, what I find happens to you frequently is your desired contact will accept your connection request but never reply to you. So, I like that better as a backup.

Pete Mockaitis
Darn it, people. Sorry, guys.

Steve Dalton
So, LinkedIn Group connections, I like that it’s a little bit more thoughtful than a generic LinkedIn invitation to connect, and, plus, I think you just proportionately hear back from the helpful kind of contact when you contact them through LinkedIn Groups, and that’s a very important distinction that we’ll talk about a little bit later. It’s not about getting anybody to respond but it’s getting the right kind of person to respond because only a subset of the population at large are actually going to be helpful in your search.

Pete Mockaitis
Okay. So, we might do an email via that we discovered via Hunter.io or another tool. We might do a LinkedIn message which we can pull off via knowing about them or having a mutual group connection. And I guess, by the way, go ahead and join some groups to get more of those. That’s easy and click, click, boom. Done. And so then, what goes into the content of this message?

Steve Dalton
Oh, this is such…this took a long time, like creating this process, it was a recipe that I had to cook myself. This whole process, “The 2-Hour Job Search” was developed during the 2008 financial crisis when I had a particularly devastated student who lost her offer, who had the ability to follow instructions but not the ability to curate tips. And so, that set me off, like, “How do I create this recipe for exact steps for sourcing your own interviews?” because that’s where people seem to struggle the most.

So, we get to the LAMP list which is great. People love that, they love having a top six, they know how to find contacts. But what do we write them? And that was where I got stuck for a good long while. The aha moment I had was when I read Dan Ariely’s Predictably Irrational. He’s my colleague at Fuqua, wrote a wonderful book, he’s a behavioral economist. Read all of his books; they’re great. But he had a particular study where he found that you were just as likely to get a stranger’s help helping you move a couch when you offer them nothing as when you offer them $50. But if you offer them $5, you’re far less likely to get their help.

So, he calls this switching from social norms to market norms, when you offer nothing, you have this ambient success rate. When you offer a token, any sort of compensation, immediately your success rate drops off until you offer like a market rate for that work. It’s not about altruism plus $5. It stops being about altruism altogether.

So, what clicked for me is that my whole life I’ve been told to sell myself but, in reality, the people who will help you get jobs, especially in down markets like the 2008 financial crisis and the one we’re experiencing right now, I’m never really going to get anything out of it, they’re not going to get $50 for it, so it’s better just to stick to asking for favors. And that’s a very different email than what people are traditionally told to write when job searching.

So, instead of selling yourself, ask for favors. It’s a much simpler email to write. And once you kind of coalesce around that concept, you can really optimize this email to get in touch with the right segment of the market in terms of people who are going to help you find you jobs.

Pete Mockaitis
Yeah. And I think it’s more appealing as a recipient in terms of like, “Oh, you think you’re really something special. Okay.”

Steve Dalton
“Hey, stranger, let me tell you about why I’m so awesome.” Like, that’s really weird. Nobody does that. Why is that okay in the job search?

Pete Mockaitis
Okay. So, that’s the positioning, it’s like we’re asking for a favor as opposed to saying, “Here’s how amazing I am.” And so, you say there is a six-point email.

Steve Dalton
Exactly.

Pete Mockaitis
Lay it on us. What are we doing with here?

Steve Dalton
The six-point email, so first, there are six points that make it what it is. I’m terrible at naming things, as I mentioned. But each of these points is designed to remove a reason why a helpful contact, a particular type of contact that I call a booster, the one who is predisposed to respond to requests for favors from job seekers. Each point is designed to remove a reason why they might not respond.

So, the six points are: keep your email short, so under 75 words in the body; put your connection to them early in the email; ask a question rather than making your ask in the form of a statement; define your interest specifically.

Pete Mockaitis
With a question mark.

Steve Dalton
Right.

Pete Mockaitis
Yeah, I’m with you.

Steve Dalton
Rather than a period. Define your interests both specifically and more broadly, so give them a genre of the type of company you’re trying to learn more about or the type of role you’re trying to learn more about. Make at least half of the word kind of about them rather than you. And I think that is…oh, ask for advice and insight, don’t ask for job leads.

Pete Mockaitis
Okay. And so, when you say make half of it, okay, so 75 words or less. We’ve got to cover how we know them, and then half is about them. So, give us an example. I mean, every word really counts in here. Let’s hear it.

Steve Dalton
So, I might reach out to a product manager at Waymo, so my subject line will be something like “Your product management experience at Waymo.” What I like about this is them-focused rather than me seeker-focused and they also don’t know if it’s a job seeker email or it’s from an executive recruiter.

Pete Mockaitis
I was going to say it could be from a head letter, yeah.

Steve Dalton
It could go both ways so it increases our open rate. “I’m a fellow Duke MBA. I was wondering do you have some time to tell me about your product management experience at Waymo? Your insights would be greatly appreciated because I’m trying to learn more about product management in the autonomous vehicle space.” That’s it.

Pete Mockaitis
Okay. So, we’re not asking for a time, a conversation, a 15-minute. We’re just like, “Do you have some time?”

Steve Dalton
Yep. Keep it open-ended. Most people will offer you a half an hour but it’s really up to their discretion how much time they want to give to you.

Pete Mockaitis
Okay. Yeah, what’s kind of comfortable, what I kind of like about that is sometimes I really do have like 10 minutes that it’s like, “Hey, you know what, between this thing and that thing, a 10-minute call would actually probably be perfect. And maybe I could go for a little walk on my treadmill or outside, and I could feel good about myself because I’m being helpful, and I’m getting some mix and some variety in my day.” Versus if you pitch a specific time or amount of time, then it’s more binary. It’s like I’m saying, “No, I cannot do what you’ve asked for,” and I feel like a cheap stingy jerkface if I say, “I can give you eight minutes at 1:42.” It’s like, “Why do you ask for 30?” But you’d rather have those eight minutes than zero minutes if I’ve got them for you.

Steve Dalton
Correct. I think it’s even more practical than that. I define, I think there are three segments of contact that people will encounter in their job search. There are boosters, who are our target audience, but there’s also a kind of person who never responds under any circumstance. I call them curmudgeons, they’re awful people, they hate babies, or they’re delightful people who just don’t want to help you job search or can’t right now. They’re not the worst segment.

The worst segment is a group I call obligates. Obligates want to appear to be helpful but they don’t actually want to be helpful so they make reasons why they can’t or they’ll respond slowly. And sometimes they won’t respond at all, they’ll make you follow up or they’ll set up a meeting with you but then cancel at the last minute. They’re dangerous because they give you a negative return on effort. Whereas, curmudgeons give you a zero-return effort. They ignore you. They don’t lead you on. I call them obligates because they are motivated by a sense of obligation. They’ve gotten help in the past. They want to do just enough to save face and simulate paying it forward without incurring the inconvenience of doing so.

But boosters are really our target audience. I would put them in about 10 to 20 percent of the population. And, remember, I said we’re going to reach out to six people at once, or one person at each of six companies once. If we do that, do we offer them each different times, because that’s a lot of calendar searching we got to do?

Pete Mockaitis
Oh, sure, yeah.

Steve Dalton
Or do we offer them all the same times and then occasionally we’ll get double-booked and we have to flake on somebody, yeah. So, with a 10 to 20 percent response rate to the six-point email, I want to see who’s a booster, who’s going to engage with me, and I define boosters as being people who respond to six-point emails within three business days. I think any longer, they know they’re probably not being that helpful. Three business days is kind of that sweet spot.

Once they respond within three business days, then we’ll offer them a bunch of time but we know they’re probably boosters so they’re worth that calendar search. Before that point though, we’re doing a lot of intense calendar work for people who are most likely going to ignore us or lead us on.

Pete Mockaitis
Yeah, okay. Understood. And then how do we go about tracking and/or following up and/or is it okay to reach out to, I don’t know, 50 project managers at Microsoft? Or how do we think about these games of the numbers and the tracking and the follow-up?

Steve Dalton
That’s the million-dollar question. When are you done with these firms? I recommend going until you find one true booster, a booster who you say, “If you were me, is there anything else you’d be doing to maximize my chance of getting an interview with your company?” If they say no, you’re good. You’re probably good. If they say, “Ah, just keep talking to people. I don’t know, maybe.” That means they’re probably an obligate who didn’t find a nice way out of this relationship with you, so we need to start back over to find a true booster.

But once you have a true booster who can act as your eyes and ears, your triage agent within that employer to help plug you in to the right spots to get interviews, we’re done. If they say, “We can move on,” then okay. Number one in our list is checked off. Let’s move down to number seven from our original LAMP list because we have time for a new company to promote into our top six. And we kind of go into our management mode for the companies that we’ve already successfully found boosters at.

Pete Mockaitis
Okay. And so then, let’s say we send a note to a booster, you say three business days is about what you expect. If we get no response, do we follow up or not so much?

Steve Dalton
Yes. So, I recommend a process called the 3B7 routine for your actual outreach within a company. So, basically, it’s called temporal construal theory. We do high-order thinking in advance of a decision than we do in the heat of the moment of making that decision. So, when we send the email, we’re thinking very clearly. After we’ve been ignored by someone for a week or two, we’re not thinking as clearly about when to follow up or whether to follow up, “Oh, this will be awkward. I’ll just be annoying them.”

When we send the email, we can be ice cold. Set a reminder for three business days later. That reminder will tell us, “Are they a booster or not? Have we heard from them yet or not? If not, let’s try a second person in parallel. Let’s hedge our bets.” If we don’t hear within three business days, it’s unlikely we’re going to hear at all so let’s hedge our bets because they’re probably not a booster. Let’s try a second person so that we don’t wait another week to get ignored by somebody before taking further action. At seven-day business day reminder, that’s the signal to follow up with unresponsive contacts just to protect your own brand to show that you care enough about this opportunity to follow up once and only once with each person that you reached out to if they’re unresponsive.

Pete Mockaitis
Okay. So, the three days is, “Okay, talking to someone else.” And then the seven is going back to that first person and saying, “Hey, okay.” And then any special verbiage you put in that follow-up email?

Steve Dalton
I used to recommend kind of forwarding the original email and saying, “I’m just following up on my email from last week. I want to know if now is a better time to talk.” Now, I’ve just changed my tune on this. I recommend sending the exact same email but through a different channel. So, same email, just assume they missed it. But if the first attempt went to them through a LinkedIn Group, my second attempt would go through finding their direct email address on Hunter. If my first attempt went to them through their work address on Hunter, my backup would be through a customized LinkedIn invitation to connect. So, same email, different channel. Next one down on that hierarchy that I teach.

Pete Mockaitis
Okay. And then I like that because even if they saw both of them, it’s totally reasonable. It’s just sort of like, “Oh, he probably thought he got the wrong one. So, okay, so he’s trying something else. That’s cool.”

Steve Dalton
A chance for them to save face.

Pete Mockaitis
Certainly. Okay. And so then, let’s say they say, “Yes, Steve, happy to chat next Thursday at 10:00 a.m.,” you say, “Cool. Thanks so much.” What are some of the critical things you want to cover in that conversation?

Steve Dalton
Again, I’m very anti-sales. Most people are. It’s just an outdated way of thinking of this kind of constant sell-yourself mode. What we need to do is take the stranger on a journey. Our goal for this conversation is to turn this complete stranger to an ally over the course of a half an hour conversation. So, the journey that I recommend, first, we need to establish likability. So, that’s where small talk will always kick these things off. Doing effective small talk is more about listening well than speaking well. So, interested is interesting. It’s just a wonderful phrase. The easiest way to get someone to be interested in you is to take a genuine interest in them.

So, I have a three-question algorithm that I recommend for people doing informationals for small talk to get off to the right start because I’m not a naturally charming person. But small talk at the beginning of informationals is largely pretty predictable so you can manage it kind of very methodically. So, once we’ve established some likability with good small talk, letting them talk about themselves, like demonstrating that we’re listening to what they’re saying, then we need to prime creativity.

So, they’re kind of liking us, we’re listening to them, if we ask them for advice right away, they’re not really primed to think creatively yet. They’re going to give us pretty obvious stuff so we want to prime creativity first by asking them why they’re so good at their job. Portray them as an expert in their field. This gets us into what I call the tiara framework. So, that kind of automates this journey.

So, the first half of tiara is trends and insights, T and I. These are questions like, “What trends are most impacting your industry right now? How has business changed most since you started?” Insights are a little more personal and sort of macro in scope, so, “What surprises you most about this job?” Nobody wants to give you a bad answer to, “Why are you so good at your job?” so this is the point of primed them to think creatively.

Pete Mockaitis
“I’m actually average to mediocre, Steve.”

Steve Dalton
Exactly. Exactly. Nobody wants to do that. They’re actually going to engage. They’re going to think like, “Yeah, that’s a great question. Why am I so awesome at my job?” To be on brand here. But then, once we primed them to think creatively, then we can move them towards treating them more as a mentor with advice questions is the first A in tiara, “So, if you were me, what would you be doing right now to best prepare for a career in this field?” Make them the hero in your story.

That’s what brings us to the pivot question of the tiara framework, R is for resources, “What resources do you recommend I look into next?” Ideally, we’re looking for a person here, but to ask them who you should speak to next is very threatening. It’s very likely that you’re going to lose, you’re going to make your contact lose face. Most people would not give you a person’s name without asking that person if it was okay to do so first, share their name, I mean. So, we’ll keep it vague, “What resources do you recommend I look into next?” If they give us a name, great. The internal referral is our goal for doing this informational meeting process.

Pete Mockaitis
Or they could give you a non-name resource, like, “Oh, go to CaseInterview.com for your strategy consulting needs.” It’s like, “Okay, I will. Thanks.”

Steve Dalton
Most often they’ll say, “What sort of resources are you looking for?” That’s their way of signaling that they’re not ready to give you a person’s name yet. “So, what’s the most important 10 minutes of research that you do in this field to stay current? What industry newsletter do you find most helpful?” Things that will actually make you smarter at this job that you want. And then we’ll wrap up with any time remaining with assignment questions, “Basically, what projects do you do if you have this job so that you can represent yourself more knowledgably when people ask you, ‘Why do you want this job?’”

Pete Mockaitis
Okay.

Steve Dalton
So, that’s the journey we’ll take people on, to turn strangers into advocates over the course of a single half an hour conversation.

Pete Mockaitis
So, okay, in that conversation we’ve learned some things and they’ve gotten creative and provided resources and maybe names. And so, we’re not selling ourselves and we’re learning good stuff. I guess what’s sort of the dream outcome from these conversations? Like, if they say, “Wow, you sound amazing, Steve, and I’m going to make sure to put your resume to my boss right away.” What do we really want to happen most at this stage?

Steve Dalton
We want this person to tell us what to do next. We want them to literally be our mentor because it’s different at every company what the correct process is. For some, it will be, “You’ve got to talk to this person next,” or for others, it’ll be, “You have to apply online but use my name, put this into your cover letter to let them know that we had an interaction.” You are merely guessing from the outside of what the right process is of each individual company. What you want is eyes and ears within that organization telling you what to do.

And when they tell you what to do, that’s an easy way to build likability with them. Like, it’s great when people follow the advice that you give them and report back the results, which makes you more willing to advocate for this person further in the future. So, our dream outcome is to find out who we need to speak to next. But that isn’t always the right next step. We just want somebody inside that company to tell us what to do to maximize our chances. We want them to see our progress as a reflection of their ability to give good advice.

Pete Mockaitis
Okay. And so, then I guess that sounds like there’s a follow up then in terms of, “Hey, thanks so much for chatting with me. I did exactly what you told me to do. Fingers crossed,” or whatever.

Steve Dalton
Yes. So, if they don’t offer a referral, I wouldn’t expect it in most any more than 10% of cases, I would send them a thank you note the next night with no ask. To me, the thank you note closes the transaction on our initial request for insight and advice. But then I’d set myself a reminder for a week later, and when that reminder pops up, I would want to make sure I close my informationals by saying, “Wow, you’ve given me a lot to think about. I’m going to take the weekend to reflect. Is it okay if I reach back out to you with any further questions?” they’ll say, “Yes.” You send your thank you note that night or the next day.

And then a week, you set a reminder for a week later. When that reminder pops up, then I would send an email like this, “Thank you so much for your time last week. Upon further reflection, this is definitely something I’d like to pursue further. How would you go about doing that if you were me? For example, can you recommend someone I should speak to next?” So, that’s when you can make that ask explicitly over email where it’s less threatening. A person has time to check with their contacts to see who’s open to talking to a job seeker. But if you don’t get a referral at this point, you’re probably not going to get a referral. It’s time to start over and try somebody else. So, everything is systemized.

Pete Mockaitis
Okay. Somebody else in the organization or new organization or both?

Steve Dalton
Same organization.

Pete Mockaitis
Okay. Same organization. All right. Well, I like the analogy of the lobster traps or cages there because, sure enough, there’s activity in motion that doesn’t require you, which is cool, as you have these exchanges and conversations. So, let’s say that, ultimately, you do the things they tell you to do, whether that’s the online application or talking to so and so, and then you have an interview. Any pro tips there?

Steve Dalton
Once you get to the interview, that’s great. There are other books that help you. So, for me, The 2-Hour Job Search really zooms in on that squishy middle of the job search, that valley between “I know what I want to do” and “I know what to do once I get in that interview.” The 2-Hour Job Search helps you get into that first interview. But I think the same rules apply when you’ve got that interview, recognize that companies don’t hire people. People hire people, so it’s really about giving them a compelling story.

Don’t get in there selling yourself right away. Instead, they’ll probably start with, “Tell me about yourself.” Give them a story that is authentic to you that demonstrates, like, “What is the rationale for me being in this room here today? Here’s why I want to work for your company. Here are some personal anecdotes. Let me give you some appropriate personal disclosures about things that genuinely motivate me,” and tell them about why it’s a win-win for you as well.

And then once they start asking you, for example, of times where you led the team, then you can start getting into sales mode. But I think a common mistake is people just can’t get that sell-yourself mantra out of their heads that they had drilled into them from a very, very young age even though its applicability has long been outlived by modern changes. We’re all such skeptical consumers now. When we sense a sales pitch, our guards go up. But success in this process means systematically bringing people’s guards down.

Pete Mockaitis
Yeah. Okay. Well, so then, tell me, any other steps or key things that we should have covered? I mean, maybe, talk about the middle, is there something after cultivating boosters, and before getting the interview that we should be doing?

Steve Dalton
Yes. So, after you’ve done this informational, you’ve sent your thank you note, you checked back in, maybe they give you a referral, maybe they don’t, then we switch to the harvest cycle. So, the harvest cycle is a big process flow diagram for my fellow engineers out there. Basically, it’s a big if-then map. It’s a big diagram.

So, based on where you are in that diagram, that will tell you what step you need to take. So, in most cases, it will be, okay, they don’t have a referral for you, let’s check back in next month. And there’s a very systemized way of, like, here’s what that first update will look like. Recap the best piece of advice they gave you during your original call. Give them a specific example of how you benefitted from that advice and ask for additional advice. If they have additional advice, you repeat this in your email update next month. If they don’t have additional advice, your subsequently monthly check-ins would just be more personal in nature.

But the idea is that I call it the harvest cycle because you’re planting a lot of seeds initially to get these initial phone calls, and then people start shopping you out to their friends, and you have more people that you need to check back in with after some time has passed. It’s really hard to walk away from contacts you’ve done informationals with unless you got other conversations on the books. So, we need these seeds to have some time to take root and grow. it’s not immediately time to harvest all of them. So, that’s part of the reason why I want to systemize the follow-up process for these informationals. It’s not just about getting the informational; it’s about reaping the rewards from that informational systematically over time.

Pete Mockaitis
Okay. Excellent. Thank you. Well, Steve, tell me, anything else you want to make sure to mention before we shift gears and hear about some of your favorite things?

Steve Dalton
I think the one thing I really want to get across is that there’s a lot of bad information out there about job searching. I think people underestimate the importance of retraining your support network because your support network, I see people who are often asked, “How is your job search going?” and they’ll quantify it in ways that don’t correlate with success. Mainly, in how many hours they spent looking for jobs and how many resumes they dropped online to online job postings.

Neither of those things correlate with success. The one thing that does is the number of informational meetings you’ve done, how many people are out there that know of you and like you, but it takes time. You need to retrain your support network to get them to stop seeing it in terms of “How many resumes did you throw online into the black hole?” to “How many conversations did you set up? How many new people did you meet that have the job you want one day?” I think that’s just a critical piece that is often goes unnoticed.

Pete Mockaitis
Well, talking about numbers and correlations, I mean, you’ve been tracking this very well with your, hey, 10 to 20 percent. You can expect your boosters into reply, dah, dah, dah. Do you have any sense for, I imagine there’s quite a range, but ballpark figure in terms of number of boosting conversations per interview or offer?

Steve Dalton
I would say when people follow the 2-hour job search exactly as it’s designed, it’s a recipe, so when the recipe is followed exactly, people do not get past number 10 on their LAMP list. So, while we brainstorm 40 employers, realistically you’re only ever going to be doing outreach to about 25% of that list. So, three-quarters of that list is canon fodder just to get you up to 40 and get you out of that artificial desperation mindset.

Pete Mockaitis
So, you’re saying that folks, generally, land a job at their top 10, like, most of the time?

Steve Dalton
No. That is a great question. They will land a job by the time they get to number 10, but life is strange. Contacts that your boosters have connections in different companies that weren’t even on your radar initially because you don’t have the same visibility into that profession as the people you’re talking to do. You also don’t have the same network as the people you’re talking to do. So, while I say you’ll be done when you hit number 10, it won’t always be with one of those 10 organizations. It could be with an organization that one of the people you spoke to, at one of those top 10, referred you to that you, otherwise, hadn’t heard of before. Maybe they had a friend at a different company who was looking to fill a role. Maybe they heard of a startup that you hadn’t heard of yet that was doing similar work.

But the idea is by the time you get to number 10, you’ve got at least 10 boosters out there looking on your behalf, in your job search, giving you suggestions, pointing you to new people to speak to, new companies to have on your radar, that there’s just enough eyes and ears out there that something tends to happen and come through for you by the time you get to number 10.

Pete Mockaitis
And so, okay, well, if it’s by the time we get to the 10th company, do you also have a sense for by the time we have X number of contacts or boosting conversations?

Steve Dalton
I wish it were that simple. No, because there will be obligates who agree to do informational meetings with you. That’s part of the challenge here. Not everybody who agrees to speak with you is a booster automatically, and that’s the common error I’ll see people do or make when they’re doing the 2-hour job search.

Before you get your first booster, you can often confuse obligates for boosters. They seem like they’re sympathetic but they don’t really want to be there. They’re saying goodbye and pulling away at a certain point. Once you get your first booster and you see how fiercely they advocate for you and how they see your progress as their own success, you know how to tell a booster from the obligate, and you don’t make that mistake anymore. But getting people to hang in there long enough and not fall for a fake booster in the form of an obligate, I think that’s an intricacy that people will learn after they get a little bit into it.

I find, once people do three tiara framework informationals using the 2-hour job search, they get the rhythms of the whole informational meeting process. They become comfortably bored by it. It’s fun to talk to smart people and learn from them but there’s no real set number of how many informationals it’ll take at a particular company to find your booster. Sometimes people get lucky and find it in the first one. Sometimes they find people I call super boosters who will help you not just at their company but at multiple other companies. But other times, it’ll take you five or six conversations before you find that person is really willing to stick their neck out for you.

Pete Mockaitis
Okay. And I guess what’s interesting is this is the most structured, methodical, get-a-job program I have ever encountered, so well done.

Steve Dalton
Thank you.

Pete Mockaitis
And it strikes me as massively efficient. You told a success story of a month and a half is what one person saw, and it sounds like, well, you tell me. What’s the time range that you’re encountering?

Steve Dalton
I’ve had people who have started the 2-hour job search on a Monday and landed an offer by Friday of the same week.

Pete Mockaitis
All right. Four days. There you go.

Steve Dalton
That is not normal. That is not normal however so don’t expect that. What I see during non COVID times, the most typical, it would be about a month or two months. During COVID times, it’s a little bit longer, there’s just fewer. And as you get more experienced in your career, this process is the same exact one I would recommend to someone with 30 years of experience as someone with zero years of experience. But if you have 30 years of experience and you’re looking for that C-suite job, there aren’t that many of those out there. It’s going to be a longer search. So, during COVID, I would expect it to be more into the two- to three- to four-month range even. But during better economies, it’s usually over by one to two months.

Pete Mockaitis
Okay. Thank you. And so, I suppose this could be a fun critique, your system seems potentially so efficient. I wonder if there’s a higher risk of folks landing a job that they don’t love. How do we prevent that from happening?

Steve Dalton
Great question. If people don’t follow the recipe, what I see people do sometimes is they’ll start networking with backup companies to get practice, but that’s the problem. These backup companies are so flattered to hear from a job seeker who’s organized, who’s like asking good questions and building relationships, that they’ll fast track you and they’ll give you an offer very quickly even before you start to reach out to your dream employer, and now you’re forked. Like, do you have the guts to turn down this good offer without even knowing where you stand with your dream employers?

So, that’s why when we sort the LAMP list, motivation absolutely has to go first. How fired up are you to reach out to people at this company even if the first few people ignore you? That absolutely has to be your first criteria when sorting your LAMP list, which ensures that people go after their favorite companies first. I’d rather they fumble over an awkward informational with their dream employer and then re-dedicate themselves to doing better the next time than start with backups, because too often I see people start with backups and, unfortunately, achieve success too quickly.

Pete Mockaitis
Okay. Well, I guess this just boils down to your motivation needs to be well-thought out and well-informed and then you’re going to land somewhere good.

Steve Dalton
Mm-hmm.

Pete Mockaitis
Okay. Gotcha. Well, now, can we hear about a favorite quote, something you find inspiring?

Steve Dalton
I open The 2-Hour Job Search with this wonderful quote by Aldous Huxley, “Technological progress has merely provided us with more efficient means for going backwards.” I think people hear technology and they think forward. They see online job postings, they think better. And, in reality, it’s just made the search harder. And it’s important to take a step back and realize that online job postings feel like the most efficient way to be successful, but they cause a lot of pain. Building relationships, it’s not a skill that people have been trained for but it leads to a much more nourishing and better-quality experience for your job search.

Pete Mockaitis
Okay. And now can you share a favorite study or experiment or bit of research?

Steve Dalton
I already told you about Dan Ariely’s couch experiment. That’s my all-time favorite. But Brown, Setren, and Topa did this great study at the New York Fed a few years ago where they found that for each one person who was hired through an online job posting application, 12 were hired through internal referrals because every time you apply online, not only are you hoping you’re one of the hundreds that apply that they choose to interview, you’re also hoping it’s the one out of 13 jobs that goes to the random online applicant instead of somebody that somebody already knows.

Pete Mockaitis
Oh, wow.

Steve Dalton
So, I’m a chemical engineer by training, like I’m bred for awkwardness, but when faced with those odds, you’ve got to own up to the fact that you can’t outrun that phenomenon, you can’t out-apply that phenomenon. You got to get comfortable with turning strangers into advocates. It’s a skillset you’ve never been trained for before so don’t feel embarrassed. I hope this does become standard training at the high school level, let alone the college level in the near future, but we’re not there yet so it is up to everybody to really embrace that skillset proactively.

Pete Mockaitis
Okay. And a favorite book?

Steve Dalton
I’d mentioned a few times I’m kind of an awkward dude. Chemical engineer, again that’s my wheelhouse, but it makes me think about these things a lot more than other people to whom it would come naturally. So, my favorite book, there’s a book called Awkward by Ty Tashiro. Have you heard of the book Quiet by Susan Cain?

Pete Mockaitis
Mm-hmm.

Steve Dalton
Quiet is for introverts, Ty’s book Awkward is for awkward people, which I’m a proud member of the awkward nation. So, if you’ve ever felt like, “I don’t get how people work,” or, “This is really weird for me to interact with strangers,” give that book a read. I wish I had had it when I was 12. It would’ve saved me from a lot of pain.

Pete Mockaitis
Okay. And how about a favorite tool, something you use to be awesome at your job?

Steve Dalton
I’m a big believer in time blocking. So, if something is important to you, block time in your calendar for it. This also ties in with The 2-Hour Job Search. Calendar reminders are a lot harder to miss than email reminders are because there’s time blocks for them. You have an alert that you have to clear or postpone. So, if something is important to you, block a period of time in your calendar day for it. That saved me so many times. I’m a huge fan.

Pete Mockaitis
And a favorite habit?

Steve Dalton
Oh, gosh. 80/20 Rule, just not trying to be perfect slowly. Be good enough quickly over and over and over again. Iterate towards your results. But the quest for perfection, it’s not a realistic expectation in the modern world. You got to figure out where you can be good enough instead of perfect. It’s a lot faster.

Pete Mockaitis
Okay. And is there a particular nugget you share that really seems to connect and resonate with folks, people quote it back to you again and again?

Steve Dalton
Oh, the bachelor. The bachelor analogy comes back to me over and over and over again so that would be the one that I would refer to. Better to be the bachelor in your own job search than one of 25 bachelorettes over and over again.

Pete Mockaitis
Okay. And if folks want to learn more or get in touch, where would you point them?

Steve Dalton
I would point them to the 2HourJobSearch.com. That’s my website for my book, The 2-Hour Job Search, and my upcoming book called The Job Closer, which comes out April 2021. I’m also on Twitter @Dalton_Steve, and I’ve got a very active LinkedIn Group called “The 2-Hour Job Search Q&A Forum” where I answer questions from readers and coaches alike. So, if you find The 2-Hour Job Search approach compelling, please join us there. It’s free to belong, and I’m on there every few nights or so.

Pete Mockaitis
All right. Steve, this has been a treat. Thank you and keep on doing the good work.

Steve Dalton
Thank you. Thank you for having me.