Job seekers who are lucky enough to have a linear career path and a clear market identity ("I am a senior processing engineer manager in pharmaceuticals") need less emphasis on defining and focusing the product than on finding out where the jobs are. Mostly, they seek market information, and they should ask the contact questions that cut to the chase. Here are some great sample questions you can ask.
The Product
Is my frame of reference clear to you? Does my prior career path make sense? In light of my frame of reference, is my job search objective clear? Is it realistic? Have I articulated my areas of technical skills clearly? Have I provided clear and convincing examples of my experience and transferable abilities?
What new skills or technical credentials, if any, do you think I need to be an attractive candidate for the kind and level of position I want? Is there anything about my prior employment history or present circumstances that you think might create problems or issues for potential employers?
What skills, abilities, and personal qualities do you think are most desirable in high-performing people at my level in my field? How did you get into this field? Is there anything about your career path or progression that you think is relevant to my thinking or my job search efforts?
Are there other industries, sectors, or roles to which you think my skills and abilities would transfer readily? Do you think I should research or explore other directions?
The General Market
What general economic, operational, and employment trends do you see in the industry and who are the industry leaders? Why? What sort or size of company do you think would be most interested in skills and experience like mine? Why? What's a realistic compensation range for someone with my skills and abilities? What benefits and other perks can I expect?
How would you characterize the prospects for advancement for someone like me right now? What factors do you think most affect growth and advancement? How should I go about addressing these deficiencies?
Which one of these companies would my prospects be better with? Bigger vs. smaller; mature vs. rapid-growth/entrepreneurial; start-up vs. established; centralized vs. diversified; single-site vs. multisite; flat vs. hierarchical; public vs. closely held; or vertically integrated vs. horizontally integrated company? Why do you think so? What do you see as the long-term trends or prospects in my field? What are the best sources, directories, periodicals, databases, associations, texts, etc. to find out more about what's going on in this area? Do you know of anyone who has a broad perspective of my field? Would it make sense for me to talk with that person?
Answers to the above queries would more or less give you an idea of the general market and allow you to make your search specific instead of groping aimlessly in areas that you need not target.
Targeting Specific Leads
Once you get the general feedback, it is time to become more precise and exact. Ask the following questions:
Are you personally familiar with any companies in this area, or with individuals in any of those companies and do you know of any openings or specific opportunities for someone like me right now? Have you heard of any events or developments that suggest a particular company might have a need for someone like me? If there is such a company, what have you heard about them in terms of reputation, market share, profitability, hiring trends, management style or "culture," job security, strategic plans, and effect of external factors or conditions?
Last, you should ask this: Can you pinpoint the best place to look for news of jobs or openings?
However, the networker should use this guide sheet as a general standard intended to highlight areas of discussion and inquiry. It is not a punch-list for aggressive direct examination of the "witness." A pleasant and effective networking meeting involves discussion and elaboration, not a barrage of questions from the networker. Expect, for example, to spend some time, after the two-minute drill, amplifying and highlighting your skills and experience. Be ready with specific examples to illustrate your past accomplishments. Above all, don't be so persistent in your questioning that you leave the contact no time or opportunity to ask questions.
A meeting that should be built on give-and-take assumes too often the confrontational structure of a screening interview: "I'll pitch and you hit and then you can pitch and I'll hit." That level of control and structure is counterproductive to building rapport. Try to keep things loose.
The networker's and contact's respective values aren't the only factor affecting rapport. The basic personality style of each person you meet will have a marked impact as well. If you can understand and recognize some fundamental patterns of how people learn and understand, make decisions and relate with others and the environment, you'll be better equipped to foster rapport and consistently produce constructive encounters.
At the end of it all, never forget to send a thank you note. A delayed thank you note is as good as not sending one. You can send the note either by email or by regular mail; both are okay. Always keep an updated record and track your interviews, along with every detail about your contacts, their names, addresses, when you met them and what they said. It will come in handy when you have to see them again.
