ITIL Affects Measurable Organizational Value

Commentary: This posting has had over 700 reads and is in the top all time posts.  I would enjoy receiving feedback regarding your interests and thoughts. Please feel to post in comments or email me at james.bogden@gmail.com. 

ITIL, Information Technology Infrastructure Library, is an emerging standard that congeals and stabilizes best practices for information technology implementations within an organization. The standard focuses on service delivery levels and operational guidance. Wrapped up in these two focus areas are activities that were already in practice in many organizations and are now focused under the ITIL standard. The standard now offers a baseline from which to establish an organizations service level and system performance. But what does that mean in terms of Measurable Organizational Value, MOV?

The first thing we must understand is MOV is aligned with the organizations strategy and it's ability to extract benefit from it's efforts. MOV is not about how well the company or it's staff do their jobs. Instead, MOV relates to the achievement of strategic objectives the organization seeks.  The strategic objectives could involve many aspects of the organization to include sustainability and profitability as well as corporate governance objectives.

The measurement of organizational value closely follows Effect Based Outcomes, EBO, methodology. In EBO objectives are established. Each each objective may have two or three associated effects. Each effect may have one or two Measurements of Effectiveness, MOE's. For example, the following objective, effects, and MOE's may be typical of a company launching a social media campaign.

  O.1 Promote a social media campaign

         E.1.1 An increase/decrease in customer awareness of services

              MOE.1.1 The number of customer queries about the services

         E.2.1 An increase/decrease in customer participation of service design

              MOE.2.1 The number of service enhancement suggestions

An additional element, indicators, are used to establish decision points and refocus resources. For example, once customer suggestions reach 100 per week a decision is made that the customer participation program is mature. Funding for this program is rolled back to sustainment levels and the money is refocused into other efforts. The MOE is then monitored continuously for a decision point when a decrease to 50 customer suggestions per week is hit. Then resources are allocated to increase awareness to the program. This is typical MOV initiative to sustain  the desired effects and objective achievement.

Throughout the organization, various factors affect the availability of resources used to achieve MOV. ITIL provides a framework for managing those resources. Essentially, ITIL impacts MOV in many ways. While MOV is focused on organizational objectives, how well the organization stays focused and executes its tasks contributes to improved or strengthened MOV. For example, Activities that:

• Reduce costs. 
• Improve IT services through the use of proven best practice processes.
• Improve customer satisfaction through a more professional approach to service delivery.
• Support standards and guidance.
• Improve productivity.
• Improve use of skills and experience.
• Improve delivery of third party services through the specification of ITIL or ISO 20000 as the standard for service delivery in services procurements.

ITIL has an impact on available resources that are applied to improve MOV initiatives.  Additionally, ITIL is linked to MOV through its service levels which are tied to strategic objectives of the organization. 

• Service Strategy. The service strategy aligns IT with the business objectives which are measured in terms of MOV.
  
• Service Design. This structures the IT architectures in support of operations creating policies that impact MOV. Attention must be given to ensure that the policies are not counter productive but instead support the organizational objectives. Streamlined policies en-culture optimized processes and resource utilization increasing resource availability for MOV initiatives.
  
• Service Transition. This is focused on change management. The purpose of change management is to stay focused on the organizational objectives and avoid costly detours which can impact MOV if not in alignment.
  
• Service Operation. This covers delivery and control processes ensuring stability. All to often during the operations and maintenance phase environmental variations can lead the operations away from the objectives. This keeps the focus on MOV.
  
• Continual Service Improvement. This is concerned with 'tweaking' the IT service management. It wraps up best practices and processes like lean, Six Sigma, TQM, etc... in a incremental continuous improvement process. These are course corrections that emphasize MOV and increase reources available for MOV initiatives.

Overall, Measurable Organizational Value, MOV, is closely coupled to ITIL in terms of strategy-to-task service levels.  Systems of systems thinking ties all aspects of the organization into its productive achievement of MOV and its initiatives.

This posting has had over 700 reads and is in the top all time posts.  

Makin' Money with Social Media

Bottom Line Up Front: In order to be considered a player one has got to be in the game. Social Media is part of the game today. To be most effective, have your brand well defined in advance before embarking on a social media campaign. Ensure the brand is transparent, honest, and authentic.

Readers may desire to view The Art of Profitability

Discussion: This is a summary of key points from the book "How to Make Money with Social Media" as applied to professional networking. The authors take readers through a journey discussing the social media landscape, setting up for success, platforms, integration, and measuring a social media campaign.  The book hops back and forth between concepts making following the notions difficult at times. I have consolidated where possible, summarized then added commentary along the way.

Commentary: According to the “Cluetrain Manifesto” published in 1999 the marketplace is a conversation which cannot be controlled by any one or group of participants. Everyone in the conversation is equal. Sometimes the conversation ends with a period signifying the end. At other times the conversation ends with a question mark and continues at a later time. The ideal conversation ends with an exclamation point closing a deal, making a sale, or achieving a goal.  Moreover, the conversation will persist with or without one’s own involvement. Without involvement, the conversation usually is not in the favor of those absent. Thus, it is to the benefit to be in the conversation regardless of the tenor.

Quick Social Media Vocabulary: Social media has a vocabulary of its own. Understanding the terms will go a long way towards grasping how to use social media.

Brand essence:  The clear and concise articulation of your brand’s meaning

Channel - A specific and delineated connection between one and the audience  Multiple instruments may be used in a single channel.

Circular Momentum: A branding phenomenon in which the reputation perpetuates or builds upon itself.

Instrument: A software application or technology used within a social medium. Ie WordPress, Facebook, LinkedIn, etc...

Lead: A specific contact or connection that demonstrates potential.

Reverse Positioning: Finding a niche where the competition is not and filling it.

Social Magnetism:  An attraction so powerful that people go out of their way to be affiliated because of some quality fulfills a desire or need within their psyche.

Social medium: A collection of social media instruments used in a social media campaign.

The Book Summary

Understanding what social media is not is important. Social media is not traditional or contemporary marketing. Traditional marketing was focused on what people think and contemporary marketing focused on the engagement. Social media is not just young people or an online video. Social media is not a monologue. In fact, social media is a conversation.  In the media channels, the emerging situation is that everyone has a say in the brand's position and has 100% control of the brand equally.

In order to effectively utilize social media there has to be social media magnetism. You can tell if your brand has magnetism by how others carry your brand. What kind of chatter or buzz is there about the brand?  Without social media magnetism traditional methods such as print, radio, and TV can drive awareness but this is costly. The principle point of this book is to present a tried and true road map that promotes a combination of three objectives:

• Acquire new connections
• Get existing connections to perform again
• Generate referrals from both new and existing connections

The prime objective is to nurture the relationship creating advocates who do the selling for you.

Social Media Instruments

Key social media instruments include Facebook, LinkedIn, Myspace, Twitter, and You Tube.  Other social media instruments include blogs, bookmarks and tags, email newsletters, widgets, content aggregation sites, wikis, voting, crowd sourcing, discussion boards and forums, backchannel sites, tweet ups, photo sharing sites, pod castings, presentation sharing sites, virtual worlds, and ratings and reviews.

Portable and personal device assistants or PDAs are becoming increasingly common. On these devices people click to call, locate, order, enter, receive, buy, download, forward, play, and/or vote for products and services. Companies are using several methods to communicate with the marketplace; short message services (SMS), mobile websites and ads, applications, QR codes, Bluetooth marketing, and the widget. The widget is an interactive downloadable application used by marketers that provides an accessory, application, or information creating value to the end user. It often allows the marketer to gather information and communicate directly with the company.

In the use of social media depth relates to the intensity in which a social media instrument is employed. Breadth relates to the number of instruments employed. Other considerations include the frequency of updates and the degree of formality. Social media categories include those that assist in networking, promoting, and sharing.

Fortune 500 companies incorporate branding, eCommerce, lead generation, customer retention programs, and research into their social media campaigns.

Social Media Processes and Models

The social media process involves customers driven to connect through channels using different types of instruments in order to build long term relationships. Social media can help generate leads then convert them into a customer or a connection. Techniques vary but the authors encourage driving customers to a landing page also known as an information station for the purpose of generating a lead using a 60 second marketer approach then developing the sale. To convert the customers once captured requires good ole hard work. You got to talk to people in order to convince them.

People purchase for only four reasons; price, service, quality, or exclusivity. In general, consumers follow a consistent process in their decision making. A long standing behavioral model for customer buying is Awareness, Interest, Desire, and Action or AIDA. The company should engage the customer where they are in the decision process with the correct communications in the media channel.  Trust is a key quality in the decision making.

Commentary: Gender based marketing indicates an additional complexity in the decision cycle. Males make linear decisions once about 80% of the questions are answered where as women seek a nearly perfect decision in a more non-linear decision making manner. 

There are numerous social media campaign models and one size does not fit all. The I³ model (Information, Insight, and Impact) is designed to generate action oriented results by gathering information, gaining insight,and seeking a deliberate impact campaign. The most common model is designed in a manner for measurement and determination of a return on investment, ROI. ROI is important because there are hard and soft costs to implementing a campaign. The model’s phases are; customer prospects, social media channel, landing web page, conversion, and remarketing.

Computing ROI and Measuring Success

Commentary: I am going to skip over the company accounting aspect for ROI and focus on computing ROI for a job seeker in a future posting.

The Conversation

There is no management of the conversation. Instead, there is participation in the conversation as an equal honestly responding to negative concerns. If you do not then the outcome becomes disastrous. The number one rule is to always participate in the conversation, all the time.

Sometimes the voice in the conversation has to be loud and clear. I³ can overcome an errant or derogatory conversation event by flooding media channels with accurate information and overwhelming the wayward conversation.

Circular Momentum is a key concept in building brand based upon transparency and honesty.  A successful campaign builds circular momentum across multiple platforms.

Integrated marketing communications, IMC, involves ensuring all communications across all channels are consistent, coordinated, and synergistic. As marketing channels are integrated over the Internet a push-pull framework allows for information to be pushed out while a lesson in the decision cycle can pull the requisite Information based on their place in the decision cycle.

In developing the marketing strategy identify key drivers for success, specific campaign objectives, and know exactly which outcomes you are seeking to achieve. Social media objectives either drive immediate sales or position for future sales. Be certain to tie business objectives to the campaign and overall strategy.

Commentary:  Information warfare uses many of the same methods that marketers use. However, unlike transparent, honest and open conversations, information warfare seeks to dominate the conversation and leverage information in favor of objectives that deny, diminish, deflect, deter, and/or defeat the opposition’s message. Tactics, Techniques, and Practices or TTPs such as deceit, innuendo, and ambiguity are common in information warfare. These TTPs should never be used in ordinary social media efforts.

Social Media as a Recruiting Tool.

Companies realize that everyone is within six degrees of separation and use social media for numerous purposes to include marketing, customer services, and employee recruiting. Companies use social media to develop and recruit future employees. They find social media as an efficient tool to offload demand from human resources.

Commentary:  You can leverage this advantage by participating in the target company conversations which may be lead by human resources or others in the organization getting your name in front of decision makers and influencers early.  Post often and regularly. Be conscientious in your commentary.

Getting Started with Quick Start Guides

Social Media:

• Define goals.
• Get inside the mind of your targets
• Focus early efforts on high usage instruments
• Drive traffic to the social media channels
• Keep the site fresh
• Keep early channels open while other channels are explore
• Repeat Steps 1 to 5 for each channel explored

Promotion:

• Optimize existing instruments for search engines
• Launch Blog and update regularly
• Create a newsletter
• Upload content to other instruments that of lower productivity
• Produce a short video for Streamlining video channels
• Promote

Sharing:

• Add booking marking capabilities to online instruments such as blogs and websites.
• Upload content to content sharing sites
• Implement or resource social media dashboards
• Continuously add content to online instruments

Conduct Assessments

Competition is not simply a direct competitor. Alternative competitors exist in concentric competitive frames. Direct competitors are at the center. Categorical competitors are one ring out. Emerging competitors occur in the second ring from the center. Macro competitors are those who divert or compete for disposable income.  You will need to plot the frequency of use against the number of social media instruments used by competitors. Then you will need to compare this to your own use.  The strategy may not be to compete directly but instead to find a niche where there is little competition and still reach a market segment or base. This is known as reverse positioning.

Internal situational assessment or analysis seeks to leverage strengths and down play weaknesses. During this assessment one’s strengths, weaknesses, opportunities, and threats (SWOT) are determined. The number one weakness is the lack of knowledge. The number two weakness is an inability to measure ROI. Resistance and budgeting follow close behind.

Aligning Strategy with Brand

Brand essence can be expressed in a few summarizing words. Articulating the essence of your brand through social media is principle to successful marketing. To discern your brand essence you should:

• Conduct external focus groups and/or surveys to reveal impressions from those unassociated
• Conduct internal focus groups and/or surveys to reveal impressions from those associated
• Compare and contrast findings to gain insights into gaps  and surprises.

The relationship between brand and the target audience is stronger, deeper, and longer lasting through social media channels than any other media channel. Because social media is more powerful than other channels poorly worded messages and/or negative language equates to a loss of as many as 30 potentials. When reusing information do not copy it exactly instead repurpose the information in order to avoid search engines from detecting and considering the data as spam.

Commentary: Applying the Social Media To Your Job Search

Your job search is like a company using social media to sell a product or service. When an employer hires you, you bring labor, knowledge, and talents to the table. You need to communicate this to your market through social media. You brand yourself and utilize a method like Orville Pierson’s method to develop connections to potential prospects or leads. Then you seek to develop those leads into prospects who will buy your services. 

Understanding the models used in Social Media such as AIDA, I³, IMC, and the use of landing pages to build circular momentum through social media channels is important. The IMC model is particularly useful in aligning all your messages for a consistent brand. Planning and developing a 60 second marketing message in order to draw leads in to a landing page is critical to drawing in a prospect. 

The new reality is that the employment landscaped is changing in dramatic ways. Social media is here to stay although the medium, methods, and instruments may vary. The real challenge is to determine the best practices and most effective utilization given your strategy. In reflection, you may feel overwhelmed and there may seem to be a lot of efforts. I suggest involving your family or your significant other in your job search. While you make all decisions and respond to queries, a division of labor can lighten the load and develop skills in others. Have your teenagers’ script blog postings for your review as well as review all the media channels summarizing the findings in a report to you. Have your spouse or significant other assist in scripting cover letters and preparing resumes and researching opportunities.  You will also need someone to research companies and build your link diagrams. In building a cooperative effort everyone is learning and contributing to a common goal - your successful employment. 

Reference:

Locke, C., Levine, R., Searles, D., Weinberger, D. (1999). The cluetrain manifesto: the end of business as usual. Simon and Schuster Audio.

Turner, J., Shah, R. (2011). How to make money with social media: an insiders guide on using new and emerging media to grow your business. New Jersey: FT Publishing.

WORKFLOWS

BOTTOM LINE UP FRONT: The Project Management Office is the best approach to brokering processes across the organization. They possess the tooling and insight for effective and efficient business design.

DISCUSSION: A major obstacle we are confronted with today centers on ‘information adaptation’. That is to state that any organization that attempts to apply various information technologies to its operations is often challenged to adapt; to change. This challenge can be far reaching resulting in a clash of architectures, cultures, and practices as the organization attempts to gain control of processes. The presence of such a clash may be observed when there are expeditors, data accuracy issues, and operational processes that keep adjusting. During these conditions IT and accounting departments sometimes scramble to grab control while management often makes educated guesses without reliable information. The challenge is to begin a change process that will phase in increasing management rather than ceasing control.

The change process is not about the technology nor a specific department directly although there is a connection when technology is leveraged to support the processes coming under stronger management. Unfortunately, the connection is often incorrectly made and one department ends up making many decisions for the whole organization. Similarly, reporting of operational performance is not a r basis for organizing the operations but rather the outcome or result of well designed processes. The best approach is to develop a third party that has the entire organization in consideration. The Project Management Office, PMO, is such an entity. The PMO has the charge for correctly managing the project and involving the entire organization appropriately focusing on the processes across the organization. For the PMO, the grander focus centers on adaptability, zero latency, and fluidity of the organization as a whole while meeting the project objectives of cost, time, quality, and scope..

Operational adaptability is the speed and ease with which an organization molds or flexes to emerging economic, competitive, and environmental conditions. Zero latency is the time it takes an organization to answer a need for information, knowledge, or other unanticipated requirements from the point of identification to actionable results. Fluidity is the ease with which information and work move through the organization.

The current state-of-affairs have incredible numbers of professionals in various business disciplines engaged in the design and implementation of business systems. Therefore, a need for sage and knowledgeable guidance that focuses on work-flow management and process improvement is necessary. Operations management professionals trained in project management methods should provide this guidance. The guidance should be arranged around three topics:

1. Workflow and Process Modeling: Critical to properly framing the organizational processes, understanding the current processes, design of new processes, development of case scenarios, and identify differences between processes.
2. Business Process Improvement Methods: Includes a host of programs such as TQM, ISO, Lean, and Six Sigma that have become known in the last couple of decades as preferred methods to change management..
3. Technological Application: The employment of technology in support of operational processes achieving financial gains or benefits. This is an improving field at present having more qualified professionals entering who can achieve quantum successes. The discipline of applying technology falls under the auspices of the Project Management Office where there are tools and techniques for cost effective design, development, and implementation management is held.

The tools and methods available within these systems will tremendously aid in the identification of processes and developing solution. There is overlap in each of these topical areas, the PMO should vet using established project management methods to avoid duplicate work or options that are simply too costly or demonstrate a low return.

CONCLUSION: Adapting an organization in an information world is challenging. Many tools are available and methods are dramatically improving to strengthen business processes. The PMO should conduct a strategy-to-task effort for the organization. The reason for having the PMO is to broker broader processes across the organization with the whole organization in mind.

The Art of The Follow Up Part 2

You've completed your job interview, the interviewer has expressed interest in you at some level and now you must follow up in order to firmly establish the professional relationship. The follow up process begins at the end of the interview. The interviewee must ask a critical question that centers on when the hiring decision will be made. Examples of the setup, question and process follows:

The passive approach, "Well, you've indicate a need for someone to do X, Y, and Z. I demonstrated to you the ability to do Z and shown relevant experience with X and Y. When do you think you'll make the decision to hire someone for this position?"

The aggressive approach,"You indicated a requirement for someone to perform X and Y skills. I am a terrific candidate for this requirement given my experience and demonstrated skills. I'll call you in a week to answer any further questions and discuss my start date."

The interviewer should give you a glimpse at his timeline for making the decision. You should respond in an affirmative manner, always closing the deal.

The interviewer, "Let me see. It looks like we'll make decision my late this month."
You, "Great! I'll call you on the 22nd?"
The interviewer, "Its better to call on the 28th. We'll have a better picture then." The interviewer stands up and handshakes your hand expressing, "Keep in touch."

Now that you have established the follow up timeline you must initiate the details of the process that follow:

• 1. Write a thank you note as a letter, email, or fax. Use verbiage very much like this:

"Thank you very much for meeting with me today. I am most eager to start this [fascinating, challenging, inspired, exciting] opportunity. As discussed, I will be calling you on [date] at [time]. Should you have any further questions, please feel free to call anytime.  I look forward to speaking with you. Once again thank you very much." 

• Track the company in the news, reports, public announcements, and say attuned to its activities.
• Call on the date and time agreed promptly. You'll get one of three responses. You got the job, you did not get the job, or the decision is delayed.
• If you got the Job then coordinate your start. If delayed continue to follow up. If you got a response that you did not get the job then send a thank you note and request feedback regarding the selection of the other individual over you. Be positive because the person who the job was offered to may not accept placing you squarely in the position. Be prepared to discuss your shortfall in a positive manner over the other guy.

The art of the follow up is not natural and is a skill that the job seeker must develop through training and experience. The followup is always seeking to place the situation in the most positive light. Sometimes when the opportunity seems to have fallen through, circumstances prevail with another opportunity or the same opportunity should the offer be declined by the candidate the position was offered. The job seeker must be prepared to react in these circumstances. 

The Art of the Follow Up Part 1

This is the first of two posts relating to the followup. Part 2 is more in depth with details and examples.

The follow up to an interview, be it an informational or job interview, is perhaps more important than the interview itself and can determine becoming employed or not by demonstrating your interest, enthusiasm, and professionalism.  The follow up can yield the edge to get the job offer over others who interviewed.  The process actually begins during the interview by being proactive and is a strategic part of the search process. 

If in a job interview, at the end ask the potential employer when he expects to make the hiring decisions by using these techniques but do not seem desperate.

1. Obtain the correct titles and names of all the people who interviewed you.
2. Write individual thank you notes within two business days. The letters can be the same. Always send a thank you letter, even if the job is not for you. Use the best medium to get to the interviewer.  In the letter, remind the interviewer why you are the best for the position and show appreciation for his interest.  Ensure there are no errors in the prose.
3. Do not stop job hunting.  
4. Follow up with a phone call to the employer within a week and continue to build rapport.
5. Do not place too much importance on one job.
6. Do not burn bridges should you not get the job.  Bring the interviewers into your network.

The informational interview is much along the same lines except the focus is not on a specific position but the industry.  Overall, after the interview the work is not complete.  Efforts after the interview is where the candidate really shines.

CH 10. Moving From Networking to Interviews and Job Offers

Commentary: This is the final chapter in the series of chapter reviews of Orville Pierson's book 'Highly Effective Networking'.  The ultimate goal is to interview then land a job, not just any job but one you really enjoy. 

You network to gather information and get your message out. You do not network to get a job, you interview and get job offers to land a job. 

Follow up, Follow up, Follow up

Commentary: Some time ago I had a post called 'The Art of the Follow Up' Part One and Part Two. I encourage you to read these posts in addition to this posting.

Once you have made contact with decision makers, it is very important to stay in contact regularly. Unless, they create a position for you which does happen, you are now in waiting. The competition is slim since you arrived early and with some luck you will be the only candidate. You should also be doing this with many organizations.

The networking process is not about networking. It is about what you do at the end of the process. Your follow up should be on a cycle of a couple of weeks or what is comfortable for the relationship. About every three weeks is about right. Studies have shown that follow up is the one activity that accelerates the search. If you fail to follow up you will get crossed off the list. 

Meeting the decision maker is a victory.  So follow up to shore up your victory. Exactly what you say is not as unimportant as the fact that you follow up. 

Interviews and offers

During the interview, your research and information gathering pays off. Review prior to the interview. Do the formal follow up in writing. If lucky enough to have a sponsor, you may be able to obtain ongoing information feeds on the decision process. Once you have the offer, your networking efforts will make this go much friendlier. 

Starting the new Job

When you arrive at your new job through networking, the early days of starting will be more relaxed. You’ll continue to build relationships. 

Commentary:  Please read my blog postings regarding the first 90 days. For the complete list of all postings; Posting List

Remember to say thank you

• Thank everyone
• Tell them you were successful
• Give them your new organizations name and job title

Thank everyone! Be specific and personal in your thank you in order to be most effective and powerful. This means personal emails and phone calls. You want your professional contacts to know where you are, that you are successful, you should get your new business card in their hands. In your new job you will be very busy, so prepare in advance.

Commentary: This completes the review series on the Orville Pierson Method. I will now in the next posting offer a check list detail the process cycle. I hope this will speed the process for many you.

References:

Pierson, O. (2009) Highly effective networking: meet the right people and get a great job. Career Press. NJ.

CH 09. Networking Tools and Advanced Strategies

Commentary:  This is the ninth chapter in Orville Pierson's book highly effective networking in chapter by chapter review of his method. The last several chapters reviewed focused on various types of networking contacts and methodologies. This review focuses more on methods than actually tooling. However, these methods are generalized and will propel your effective networking much further.

Pierson presents these methods to increase the effectiveness of your search. He does not expect all of them to be applied except the first two presented; looping ahead and being systematic.  Looping back is simply staying in touch in a meaningful way. Where as being systematic  is being structured in your search. To some people this means being highly organized with charts, boards, contact list, and tickler files. To other people being systematic is the approach, style, or a natural internal logic. Pierson remarks that some level of organization is necessary and looks at some important activities. How one manages these activities is up to the individual.

Pierson also considers that one's Internet presence will affect the job search. Therefore, he looks at using social networking tools as an instrument in looking for work. He then looks at an array of other aspects of the search and explores methods to improve efforts in those areas too.

Looping back to move ahead

• Go back to people you already talked to
•  Give them a progress report
• See if they have any further information or referrals

Effective job seekers talk to their contacts, a lot. At the end of your job search you'll find there was many conversations than contacts. Effective job seekers keep all their contacts well informed. They loop back time and time again. Pierson feels that it is just plain impolite not to loop back.

As you loop back with feedback the contact may have new information for you as well. Always emphasize successes and give gratitude. A second thank you is more important than the first one.

Be systematic about keeping records on:

• Your contacts
• Your conversations
• Targeted organization

Having hundreds of conversations during a job search is very likely. Most job searches are not short and require some level of record keeping because of the duration. The system you use is up to you. Pierson does discuss the information you need to track.

Record basic contact information: First, you will need to keep contact data on each contact. Of course, you will need name, numbers, email data and addresses. You will also want correct job titles and affiliations.

Keep records of what you both said:  You will need to keep a record or history of contact. The closer to the decision maker the more detailed this record needs to be. If talking or the phone be certain the keyboard cannot be heard over the phone.

Keep a file on each target organization:  you will need to keep a record of the organizational information you gather. This should be a separate file from the contact data even though in your contact notes you may jot down information given to you. This file will show the progress you are making on the target list organizations. Your method of tracking is entirely up to you and you do not have to be tech savvy.

Commentary: I have found that keeping a daily journal is the best basis for you note taking. I use a wheel book style moleskin and routinely carry it. Notes written in this daily can then translated in to your more formal system at the end of the day or when you get time. There are numerous products on the market to help you track information. The best solution is to keep it simple yet effective.

Your three most important internet activities

• Evaluate your Internet presence
• Use social networking websites
• Do internet research

Go online and Google yourself. Did anything show up that would preclude you from being hired? Employers will Google you in addition to doing background checks. If they find questionable stuff they will simply quietly stop talking to you. Some people will read the text and and look at photos of you. It is possible that some people on your social networking sites will be contacted. Be sure that everything up there supports a positive image.

If you have no presence then establish one using social networking sites. The principles are the same for all sites.  Have positive career related message, be consistent, and be certain to remove any controversial, political, religious, or derogatory comments. If you are new to social networks, you will need to start talking and invite people to your site. Also select at least one site and use the most popular one first. You may want to start at least one blog but put the time into networking first.

Social networking sites are a networking tool: Some networking sites allow you to broadcast email large groups of people. Pierson says right idea but wrong approach. Broadcast email is too much like spam. You want to use your networks to locate people inside your target organizations and ultimately get introduced to the decision maker.

There is a temptation to do everything on the website and designers of websites want you to believe that. However, an effective job search means talking to people. The communication has to be personal. Far more information is communicated in terms of ones voice and body language.

Making the most of networking groups

• Pick the best one for you
• Take your target list
• Don't try to get everything done at the meeting
• Focus on information, not a job openings

The first step is finding a networking group you enjoy and supports your needs.  Expertise and style vary wildly.  Many job seekers are reluctant to attend job seekers groups thinking they are complaining sessions or just a bunch of unemployed people. To make the networking group effective, take multiple copies of your target list then exchange it with others. This is better than exchanging resumes.  Arrange get togethers with some of the members to work on technical aspects of your search and help each other. Share information in these meetings. Use business cards to pass your contact information and core message. Develop and practice your elevator pitch. Write a marketing plan.

Some networking groups do not include any networking:  If you have no connection to people in the group or the target base then you are in the cool zone and most likely in the cold zone of cold calling. You need to find groups where you have some connections and build relationships.

Out of town and international networking

• Make a target list for your planned relocation city
• Use your hometown contacts to reach people in your targeted city
• Look for useful organizational contacts in your hometown
• Visit if possible

The basics are to structure your search these geographic areas, resource connections and contacts in the target area, visit if possible. Use your current contact list, professional organizations, social networks, and target list companies to find people.

Consulting Strategy:  Many people, especially executives, do consulting work while seeking employment. Find something you are good at, make business cards, put up a website, then resource a gig. The first gig is usually through friend at a reduced rate. This is a good means to reduce the stigma associated with long searches.

Combine Networking with the other six search techniques: The six other techniques are effective at some level for most people. Up to 75% of the jobs are found through networking. Responding to ads and using recruiters are effective up to 50% of the time. Effectiveness drop-off more with the other techniques.  The techniques are;  Walking in, Direct Mail, Cold Calling, Applications, Ads, Postings, and Staffing firms. Try all of the other six techniques and keep networking.

Commentary: This completes the decide-prepare-talk process and the discussion on networking that The Pierson Method promotes. In the second posting following this one, I will offer a check list approach to the Pierson Method. The intent is to fast track the method for the job seeker.

References:

Pierson, O. (2009) Highly effective networking: meet the right people and get a great job. Career Press. NJ.

CH 08. Build Your Professional Network

Commentary: This is chapter 8 in a series reviewing the book "Highly effective networking: meet the right people and get a great job" by Orville Pierson. The last chapter looked at using personal networks. This chapter is focused on professional networks.  Keep in mind there is a distinct difference between the two networks in how one communicates and what information one shares.

Professional contacts are people who you have worked with or potentially could with in the future. They are a network or several networks. These networks occur naturally without you planning them. These networks generally consist of professional contacts who are friends. In this case, things go easier. Put them high on your list and contact them early. If you are transitioning or a recent graduate your professional contacts could be limited or none at all. Most people's networks are expanded during the job search.

Treat Professional Contacts Differently from Personal

• Be more cautious about asking for favors
• Offer information as well as asking for it
• Do not use your target list with insiders
• Be judicious about asking for referrals

Some people make mistakes thinking that all networking is the same. It is not. Professional and personal networks are dramatically different in the treatment of favors. Personal networks are more relaxed and willing to assist you. Professional networks are more limited. Some in your professional network go out of their way to assist you and others will do mouthing at all except a casual lead. If you are collecting information then you'll be an interesting networking partner. Those in your professional network will be more interested in talking if you are sharing too.

You'll use your target list to share with some of your networking partners on a limited basis. You'll never share your target list with first level contacts but second and third level contacts you should share the relevant portions of the list. The entire list may be shared with the personal contacts.

In talking with people professional discussions should prudent to avoid inappropriate impressions. You will need to be more professional and business like. It is less social than personal contacts. When talking to decision makers it is always a job interview regardless of how e decision maker views the conversations.

Working Your Way up the Ladder of Professional Contacts

• Start with level three, work related contacts not in targeted organizations
• Then move to level two, professional peers and insiders at your targets
• Then to level one, decision makers and influencers inside your targets

At the bottom of the ladder is a vast array of contacts that include your inner circle of personal networks and second or third degree professional contacts. At the top of the ladder are the decision makers. As you move up the ladder you become increasingly more businesslike and professional to the point every conversation is an interview.

Level three contacts are not in your target organizations and are not in the same line of work. Level two may or may not be in the target organization. All level ones are in the target organization and include your potential boss. Meeting level ones is a big advantage, even if for a minute, and is the goal of course. It is entirely possible to jump from a level three to a level one decision maker. If this happens, always accept.

Level Three Professional Contacts

• Include dormant and passive contacts as well as active
• These people are a great information source
• Look for those who know your targets
• Use your target list or mention targets

Your level three contacts come from a broad background, are in the workplace, and are well positioned to assist you. The goal is to gather information for decision making, refinement of your target list, and get introductions. You'll also want to get the word out to these people. Level three conversations can sometimes blur with personal networks. You will need to prudently measure this and keep the conversations appropriate.

Level Two Professional Contacts

• Talk about your target lists with professional peers, but not with insiders
• Gather information from insiders about the organization, it's needs and goals
• Find out what you can about the decision maker

Level two contacts can sometimes be in your target organization. They all possess essential information you seek. When talking to insiders focus wholly on that organization. They may get the impression, if you talk about other companies, that you are not that in tested in them. Thus any information you collect from a level two should be about their organization. Don't ask for basic information that you already have. Two kinds of questions should be asked. First, is this the kind of place you want to work? Second, ask questions that will help you get the job. Cast your questions in terms of the organization and its needs. You'll have to be prudent in your questioning and be gentle.

Talk about your profession with professional peers: You have conversations with professional peers, those who are not insiders at your target companies. Continue doing this the way you always do this, talk shop. These people are an important part of level two conversations. You can gain valuable information and even share your entire list with them.

Level One Professional Contacts

• Do not use your target list
• Talk to influencers if you can
• Get your message out, focused on this organization
• Look for an opportunity to meet the decision makers, even for a few minutes

These are the most important people in your job search. They include the decision-makers and those who influence them. Most likely these people are not in your circles. Therefore, it is rare you would know them. Your task is to get into the circled of people who surround the decision maker. Many decision makers already have the name of the candidates when a position comes up. You want them to have yours. Tailor your message and get your message out. When you get the opportunity to talk to a decision maker be careful, do your home work, and use the situation wisely. Talk to them only when ready.

Look for a Sponsor

• Any level one or two insider who wants you to join the organization can be a sponsor
• A sponsor actively assists you with information, introductions, and advice

A sponsor is someone at level two or three who is not a decision maker but is an insider who wants you in the organization. There are a variety of reasons a sponsor would want you in the organization that are not necessarily a friend doing you a favor. The sponsor may prep you with extensive information that is not proprietary and introduce you to decision makers actively advocating you. Sponsors are not spies or moles inside the organization and there is no guarantee of finding a sponsor.

Communication with Professional Contacts

• Be interested at level one and with any insider
• Be interesting at levels two and three

Demonstrate your desire to work in an organization to first level contacts persistently, repeatedly, and unfailingly. Get your message to them and show interest. At levels two and three you are interested in the individual. Know the organization in level one conversation. Talk to people.

You are a more interesting professional networking partner when you share information on industries and organizations, people in those organizations, and best practices in your profession:

Sharing information on organizations and industries: You have a target list and have been researching organizations gathering information. As you talk to level two and level three networking partners share what you have learned. Learn about trends for use in discussions with level one.

Sharing information on people: It is natural to share information on people. Read articles where people are quoted. Be careful not to name drop useless you know the person or make it clear that you have no relationship with the person you mention. Do not indulge in gossip, validate information you learn of.

Sharing professional information: Sharing information that helps your partners makes you an interesting person. Select pertinent topics and research them. You can become knowledgeable quickly and increase that knowledge through sharing. Many journalist write articles and dialogue with readers creating an opportunity for you to practice and increase your knowledge harmlessly. The journalist can also point you to other sources. Another professional topic is career management and job hunting that networking partners are often interested in. Sometimes it is better to start a conversation by offering information first. Remember that the conversation is a two way street. By putting focus on others you can stimulate strong interest. In the conversation, you are looking for introduction opportunities, information, and to get your word out about you.

Use the language of the industry and profession: In order to make the best impression and connect with your audience you will need to speak their jargon. Research the language using books, websites, and professional organization materials. The more you understand the better.

Professional contacts want to know who is calling and what about: You make people comfortable by letting them know who you are early in the conversation or call. Begin phone calls with a statement of your name, title or description, and your tagline. With a face to face conversation simply state your name and title or description.

Ask for introductions: You should be always listening for the mention of names and assessing if it is good to ask for an introduction. You should also be collecting names and putting them into your network charts for target companies. Once you have agreement on an introduction ask for more details. An introduction is stronger when there is a common interest.

Connecting with Decision Makers is Easier When You Have Researched Them

• Get their names and titles
• Check the internet for background information about them
• Talk to Networking Partners about them
• Map Their Networks

The ultimate goal is making connections with decision makers. The first step is to build a target list. The second step is to identify who your next boss will be. Get name and title. The third step is to research the organization and names. The fourth step is to research decision maker using your network partners. Put a column in your target list for the decision maker’s name. Look for common interest while researching backgrounds. The more common interests the easier the conversations will go.

Map their networks: Sketch out the networks connections; who is connected to who. This is step five. You are seeking logical entry points into the decision maker’s network. You are seeking points where your and the decision maker’s networks overlap. Those will be second or third level contacts.

Commentary: Link analysis is a good process and method of mapping your networks. The product, NODEXL at URL http://nodexl.codeplex.com, is a good tool to assist you in mapping networks out.

Decision Makers Want to Know

• What is in it for me
• What do you want from me
• Is this going to be awkward or difficult
• How long will it take and will it be worth it  

Decision makers have no time. The higher they are the more their time is managed. You will need good reasons to meet with a decision maker. You need to answer the questions; what, why, how much time, and the results, without them asking for answers. You’ll also have to ensure that there will be no awkwardness of difficulties in your request.

Commentary: I have found that if you practice or rehearse talking to decision makers by briefing them while walking alongside them in brief succinct statements, you’ll have the best results. You should practice condensing your conversation by outlining it in a five slide PowerPoint presentation. It could be a good idea to hand them your talking points with room to write notes on it.

Give the resume afterwards: Talk first putting the focus on the relationship and results. Use your core message. Always hand the resume afterwards and follow up.

References:

Pierson, O. (2009). Highly effective networking: meet the right people and get a great job. Career Press. NJ.