Networking - Texas A&M School of Public Health · forms provided in Exhibit 4.1. Networking is an...

Excerpted from Tyler’s Guide: The Healthcare Executive’s Job Search, 4th ed., by J. Larry Tyler (Health Administration Press, 2011).

C H A P T E R 4

Networking

Network or not work.—Stephen Rosen

Networking has four objectives:

1. To locate a job opportunity 2. To be referred to someone who might have a job

opportunity 3. To find out additional information 4. To ask for advice and counsel

Of these four, the first two are the most important. Keep these objectives in mind as you network.

The cynical adage “It’s who you know” is a fact of life in any job search. It is particularly apt in the field of healthcare, but I would rephrase it as “It’s who knows you.” The best way to become known and respected in your field is by doing your job well. Your active participation in your profession is the basis of your network. In this chapter, I first offer ways to find names for your network and then, in the second half, show you how to use the Tyler Networking Technique (TNT) to put the contacts into

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an efficient system. The TNT enables you to keep track of whom you have contacted, when you contacted them, to whom you were referred, and what, if any, further steps need to be taken. You can create this database on your home computer or use the forms provided in Exhibit 4.1.

Networking is an important part of your career, even if you are not currently seeking a new position. Networking, which in the broadest sense is the maintaining of active friendships with your professional colleagues, helps you stay current with develop-ments in healthcare across the country. By sharing your problems and successes, you can learn from others. When you eventually do undertake a job search, you will have a group of allies who will let you know of opportunities. They may also speak on your behalf or warn you if a particular position involves problems, such as a tough board of directors.

BUILDING A NETWORK

Networking has become a commonplace term in career strategy literature, but few people know how to build a strong network in a logical manner. Productive networking requires ongoing efforts to acquaint yourself with your fellow hospital administrators and business leaders. Several networking sources are available:

• College and graduate school class members• Professional associations• Professional conferences• Professional journals• Former coworkers and employees

In addition, you have the beginnings of a great network right at your desk. Use your Outlook contacts, Blackberry, iPhone, address book, and collection of business cards to gather the names of your first round of network contacts.


In your present job, keep a record of the names, positions, and addresses of the influential individuals you meet or whose work you respect. Make a point of maintaining contact with them by telephone or mail on an annual basis. For example, say you speak with a particularly accomplished attorney in the healthcare field at your class reunion and you exchange business cards. Although that person may live on the other coast, telephone him or her a month or so after the reunion and say how much you enjoyed your con-versation. Discuss a current issue and ask for the person’s opinion. This phone call builds an acquaintance with a dynamic person who is actively involved in healthcare.

Your demanding work schedule may preclude you from attend-ing seminars and conferences every month, but you owe it to yourself to attend at least two conferences per year. The American College of Healthcare Executives typically schedules numerous seminars and “clusters” annually. Its annual Congress on Health-care Leadership is especially productive. Make time for them every year. Not only will attending conferences give you a new perspec-tive and keep you apprised of current issues; you will also have a chance to catch up with old friends and make new ones.

Another way to network without leaving your office is by sub-scribing to and reading professional journals. Keep track of career moves via Healthcare Executive’s “On the Move” feature, which lists in every issue promotions and job changes involving ACHE’s mem-bers. The “Professional Development Calendar” provides a sched-ule of upcoming meetings across the country. Modern Healthcare’s “Weekly Business News” feature regularly provides useful infor-mation in “News Makers: On the Move.” Another publication, AHA News, features a section called “Personal Update,” which also tracks the career moves of healthcare professionals. By reading these features, you can keep track of who is working where and when upcoming meetings are scheduled. Staying informed is an important part of networking.

You also strengthen your network by staying involved. For example, when you read a thought-provoking article in a professional journal,

Chapter 4: Networking 61


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you should copy and send it to people who might be interested. Sharing is one way to interact with other healthcare executives whom you rarely have an opportunity to see but with whom it may be worthwhile to maintain contact.

Throughout your career, you will meet people with whom you share similar interests and goals. Your employees and coworkers, especially the hard-working and ambitious ones, are an excellent source of potential members for your network. Stay in touch with them after they, or you, leave your organization. You will have con-tacts in many organizations, each of whom in turn knows several other potential contacts.

Expand your network by including professionals in related fields, such as physicians, attorneys, and healthcare recruiters. Civic and business leaders tend to know many people. The more varied and extensive the membership, the more useful your network will be when you are conducting your job search.

One common-sense reminder when building a network: We are often judged by the company we keep. Just because someone holds a responsible position does not qualify that person for your network. Does that individual have the integrity you require? I remember reading about a hospital administrator who served time for embezzling funds from his hospital. He was a nice guy, but a crook nevertheless. Admittedly, it is difficult to tell if someone is capable of stealing, but be alert to clues about a person’s character. Invest time to maintain contact only when the person passes that subjective test. Another consideration is whether you like and trust the person. Can you count on this person to pass helpful informa-tion on to you if the need arises?

Just as computer networking increases the power and capabili-ties of the individual machines, professional networking increases your working capacity, expands your sphere of influence, and con-nects you with others who share similar concerns and goals. If you include networking in your workday regardless of whether you are in the job market, you’ll not only have opportunities to discuss


work-related issues but also store up goodwill that you can draw from if the need arises.

Before the notion of career development and its specific vocab-ulary existed, English novelist Elizabeth Jane Howard described it succinctly: “Call it a clan, call it a network, call it a tribe, call it a family: Whatever you call it, whoever you are, you need one.”

Think of your network as a wheel in which you are at the center and each spoke is a contact. The collaboration of spokes creates your network, or your wheel’s outer rim. Your contact can inter-vene on your behalf and move you to the next spoke. When you contact someone and obtain even one new name to reach out to in your job search, that contact (or spoke) has been useful.

Networking is really nothing more than connecting with peo-ple. We connect with people in many ways, and the more connec-tions we have with someone, the stronger our bond will be. Here are some of the common ways we connect with people:

• We work in the same field.• We have similar jobs.• We are from the same area of the country or from the same

city (even better). • We went to the same school.• We are of the same ethnic origin.• We are of the same religion.• We are of the same family. (Relations are great network

connections.)• We enjoy the same sports.• We have the same hobbies.• We have friends in common.

For example, if you and I were networking and we discovered that you went to Georgia Tech, you like football and basketball, you worked at PricewaterhouseCoopers, and you read historical naval fiction, our connection would be extremely strong. If you did



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your homework before you called me, you would easily be able to gather this information on me. The same is true of almost anyone with whom you want to connect. If you can connect with people, you can easily establish a network.

NETWORKING TECHNIQUES

I have watched hundreds of people network their way into new jobs. It has been interesting to see how effectively some individuals network and how ineptly others try to network. Therefore, at this point, I want to offer some of the networking techniques I use in my work. As a search consultant, I network with potential can-didates and centers of influence to locate a number of interested and qualified candidates. What you are doing is using the same technique in reverse.

Here are some key networking words and phrases that we have to get down before we begin.

• “Can you help me?”• “Please”• “If you don’t mind”• “Thank you”

In his book on personal marketing strategies, Mike McCaffrey (1983) talks about his technique for incorporating these expressions into your networking efforts, and he is right on target. Almost everyone with whom you have contact will want to help you in your job search. Many will have had similar experiences and will be able to relate to your circumstances. Furthermore, you are giv-ing them an opportunity to give a little something back to society. Most people will be willing to give you a bit of their time and talk with you.

No matter how uncomfortable you feel at first, don’t be shy or reluctant to call strangers and talk to them about relevant names and


opportunities for you. Some of the most delightful conversations I have had occurred while networking and talking with interesting, friendly people I just met.

Talking with Secretaries

Contacting potential employers and centers of influence can be dif-ficult at times because many secretaries have been taught to screen callers to eliminate sales calls. They are gatekeepers, and their job is to eliminate unnecessary interaction with the boss. I have found it advantageous to go ahead and announce my name to the secretary right up front:

Secretary: “Mr. Johnson’s office, Mary Smith speaking.”Tyler: “Mary, this is Larry Tyler. Is Bill in?” Most of the time, the secretary puts me right through to the boss. Surprisingly, the direct approach most often works.

Occasionally the secretary will ask the nature of your call. How you handle this question will determine whether you will receive a return call. See what you think of this continuation of my phone call to Bill Johnson:Secretary: “I’m sorry, Mr. Tyler, but Mr. Johnson is not in today. May I leave him a message?”Tyler: “Certainly. Please have him call me at (770) 396-3939. I’ll be in all week.”Secretary: “And Mr. Tyler, may I tell him the nature of the call?”Tyler: “Yes, you may. I am networking to identify new job oppor-tunities.” Here you continue with one of the following:

1. “I was referred to Mr. Johnson by Jane Smith of HCA.” 2. “I was referred to Mr. Johnson by several people in the

profession.” 3. “I was told that Mr. Johnson was an influential individual,

well respected in healthcare.”



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4. “Given Mr. Johnson’s position, I don’t want to waste his time, but I could certainly use his advice and counsel. If I could have only ten minutes of his time, I would be appreciative.”

Secretary: “Very well, Mr. Tyler. I will give him your message.”Tyler (sincerely): “Thank you so much, Mary. I know you receive a lot of calls like this, and I appreciate your attention and profes-sionalism. I hope you will use your influence with Mr. Johnson to connect us.”Secretary: “I’ll surely do my best. Good-bye.”

After the call, I make a mental and written note of Mr. Johnson’s secretary. Every time I call to talk with Mr. Johnson, I remember to acknowledge her and treat her with courtesy and respect. She is the gatekeeper to Mr. Johnson and a potential ally in my search.

Tyler’s Tip

Be especially nice to secretaries because they are the confidants of the boss.

Talking with a New Network Contact

When you finally reach Mr. Johnson, McCaffrey’s technique of using the magic words will be especially beneficial. Remem-ber to include the key words please and thank you throughout your conversation. Here is how your phone call to Mr. Johnson might go:

Tyler: “Mr. Johnson, thank you for returning my call. As I told your secretary, I was referred to you by (fill in the blank). I am in the process of changing positions and am seeking your (any of the


following: advice, counsel, input, suggestions) as to opportunities that might exist for a person with my background and abilities. If this is a bad time for you, please let me know and we can schedule a call for a better time. I don’t want to interfere with anything you might have going on, but if you can help me, I would appreciate it.”Johnson: “Well, I have a couple of minutes. Go ahead.”Tyler: “Thank you so much.”

Then proceed to tell him briefly about yourself and the type of position that interests you. You do not ask Mr. Johnson if that type of position is open in his organization because you want his refer-rals and advice first. How your conversation progresses will depend on how much time Mr. Johnson wants to spend and what kind of rapport you establish on the phone. You should obtain the names of several people Mr. Johnson thinks might have an opening or who might be good network leads.Tyler: “Mr. Johnson, I appreciate your help with these referrals. Is it all right if I tell these referrals that you gave me their names?”

In most cases, the person will permit you to use his name, but you must ask permission. You need to make sure that you follow Mr. Johnson’s directions because in some cases his name might be a negative. For example, I have often told networking candidates about a position for which one of my competitors was recruiting. If the candidate had mentioned my name, it would have caused suspicion that might have hurt that person’s chances.

As the conversation winds down, remember to do three things. First, volunteer to send the person a copy of your resume. If Mr. Johnson volunteers his address, write it down. Otherwise, if you don’t have the address, call Ms. Smith back later and get it from her, along with the correct spelling of Mr. Johnson’s name and his correct title. Second, see what kind of follow-up Mr. Johnson might expect. Would he be interested in knowing the results of your conversation with his referral? If so, ask if you can call him in a week or two to let him know. This opportunity to talk again with Mr. Johnson may prove helpful because he may have other suggestions



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or opportunities he has come up with in the meantime. Third, close the conversation.Tyler: “Mr. Johnson, you have been so helpful. I don’t know how I can thank you enough for your time and advice.”Johnson: “Don’t think anything of it. I was glad to help.”Tyler: “Good-bye now.”

Tyler Networking Technique (TNT)

Now that you are convinced of the importance of networks and prepared to build a network of interstices and intersections that will lead to your new job, you need a system to manage this unwieldy web of information. We developed the TNT at our company over the years in response to candidates’ need for a systematic way to keep track of their contacts. The TNT has one purpose—to orga-nize a network dynamically.

Here is how the TNT works. Photocopy the form in Exhibit 4.1 or download it from the “Resource Guide” found in the “Info for Candidates” section of our website, www.tylerandco.com. In the first record, fill in the correct information, including the person’s name, her company, title, telephone number, and e-mail address. Then complete the items in the left-hand margin: reference num-ber, referred by, the reference number of the referral, and whether you may use the referral name.

You then contact the person, in most cases, by telephone. Take notes during the conversation and complete the TNT record after the call. The purpose of this form is to note the outcome. What leads did you obtain? What further action do you need to take? To whom did this individual refer you? In Exhibit 4.2, you can see an example of the TNT in action. By consistently and methodically using this record-keeping system, you can manage the information instead of relying on scraps of paper, your cluttered address book, business cards, or worst of all, your memory.


Exhibit 4.1 Tyler Networking Technique© (TNT): TNT Worksheet


Reproduction for commercial purposes prohibited. Copyright © 2011 Tyler & Company, Atlanta, Georgia.

Contact No.

Contact No.

Contact No.

NAME:

NAME:

NAME:

ADDRESS:

ADDRESS:

ADDRESS:

COMPANY:

COMPANY:

COMPANY:

PHONE:

PHONE:

PHONE:

NOTES:

NOTES:

NOTES:

TITLE:

TITLE:

TITLE:

E-MAIL:

E-MAIL:

E-MAIL:

FOLLOW-UP:

FOLLOW-UP:

FOLLOW-UP:

Referred by:

Referred by:

Referred by:

Referral’s Contact No:



OK to Refer?

OK to Refer?

OK to Refer?


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Exhibit 4.2 Example of a TNT Form in Progress

Contact No.

6

Contact No.7

Contact No.

8

NAME: Michael Anderson

NAME: Barbara Lieberman

NAME: Bruce Krieger

ADDRESS: The Franklin Building, Suite 200, Philadelphia, PA 19193

ADDRESS: 205 Adams Parkway, Boston, MA 03071

ADDRESS: The Franklin Building, Suite 200, Philadelphia, PA 19193

COMPANY: Healthcare Associates

COMPANY: Northeastern Health Services Mgmt.

COMPANY: Asbury Home Infusion

PHONE: (215) 612-1000 x 57

PHONE: (201) 498-6400

PHONE: (215) 707-2226

NOTES: 3/24/10: Referenced following contacts: #9 Margaret Booth, S.C.;

#10 James Carpenter, JD; #11 William Frazier, MD

NOTES: 3/24/10: Currently downsizing operations in New England—very

bleak outlook. Requested dossier (classmate from grad school).

NOTES: 3/24/10: On vacation. CB next week. (Met him 5 years ago when

working on AHA Mid-Atlantic Planning Committee.)

TITLE: Director

TITLE: Budget Director

TITLE: VP, Finance

E-MAIL: [email protected]



FOLLOW-UP: None

FOLLOW-UP: Mail dossier 3/25/10.

FOLLOW-UP: CB 4/5/10.

Referred by:Bob Smith

Referred by:

Self

Referred by:

Referral’s Contact No: 2



OK to Refer? Y

OK to Refer? Y

OK to Refer?

Y



Contact No.

9

Contact No.10

Contact No.11

NAME: Margaret Booth, SC, RN

NAME: James Carpenter, JD

NAME: William Frazier, MD (Red)

ADDRESS: 125 Forbes Ave., Pittsburgh, PA 15215

ADDRESS: 125 Lake Shore Drive, Chicago, IL 60601

ADDRESS: 500 Charles Street, Balto, MD 21201

COMPANY: Sisters of Charity Hospital

COMPANY: Pearson, Matthews & Klein, PC

COMPANY: Health USA

PHONE: (412) 682-9393

PHONE: (312) 911-8400

PHONE: (301) 655-3200

NOTES: 3/24/10: Leave of absence beginning of April (medical).

NOTES: 3/30/10: One of his associates, Mark Koenig (#12), has an in w/

director of Cedars Sinai Board, Walter Abercrombie (#13). Referred Dorothea

Myerson (#14) and Ray Cullaney (#15).

NOTES: 3/30/10: His consulting firm has regional offices nationwide. Agreed

to review my dossier. Mailed 3/31/10.

TITLE: COO

TITLE: Partner

TITLE: Medical Director







Referred by:

Mike Anderson

Referred by:Mike Anderson

Referred by:

Mike Anderson




OK to Refer?

OK to Refer? Y

OK to Refer?

N

(continued)


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Contact No.

12

Contact No.13

Contact No.14

NAME: Mark Koenig, JD

NAME: Walter Abercrombie

NAME: Dorothea Myerson (Dot)

ADDRESS: 125 Lake Shore Drive, Chicago, IL 60601

ADDRESS:

ADDRESS: 7000 Market Street, Milwaukee, WI 53215

COMPANY: Pearson, Matthews & Klein, PC

COMPANY: Cedar Sinai Medical Center

COMPANY: O’Connor & Associates

PHONE: (312) 911-8440

PHONE: (212) 870-6100

PHONE: (414) 398-6800

NOTES: 3/30/10: Extremely helpful. Gave me Walter Abercrombie’s (#13)

home # and permission to use his name.

NOTES:

NOTES: 4/1/10: Bingo! Currently she’s retained in a search for a COO—500-

bed NP facility in Minneapolis.

TITLE: Associate

TITLE: Chair, Board of Trustees

TITLE: VP, Executive Search


E-MAIL:


FOLLOW-UP: None

FOLLOW-UP:

FOLLOW-UP: Mail dossier 4/5/10. Call on 4/7/10.

Referred by:

J. Carpenter

Referred by:Mark Koenig

Referred by:

J. Carpenter




10

OK to Refer? Y

OK to Refer? Y

OK to Refer?

Y


The TNT system can be used with a calendar that functions as a memory “tickler.” When a lead develops, or when someone says, “Call me back later,” you will need to mark your calendar to follow up with the promised action on the appointed date.

Now let’s go through how the TNT forms are completed. Note that each entry is numbered. A good goal in a job search is to make contact with at least 500 potential employers or centers of influence—people who are able to refer you to potential employers by virtue of their job or place in the healthcare field. Examples of centers of influence include the following:


Contact No.

15

Contact No.

NAME: Roy Cullaney, PhD

NAME:

ADDRESS: 75 University Ave., Chicago IL 60320

ADDRESS:

COMPANY: University of Chicago, Graduate School of Public Health

COMPANY:

PHONE: (312) 481-2110

PHONE:

NOTES: 3/30/10: On semester break. Returns next week. Tied into ACHE

(former member of Board of Governors, knows everyone apparently).

NOTES:

TITLE: Professor

TITLE:

E-MAIL:

E-MAIL:


FOLLOW-UP:

Referred by:J. Carpenter

Referred by:



OK to Refer?

OK to Refer?

Copyright © 2011 by Tyler & Company, Atlanta, Georgia.


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• The regional AHA representative• The president of the state hospital association• The chair of the board of the state hospital association• The departmental chair of an academic program in hospital

administration• The president of the state HFMA chapter• The president of the American Organization of Nurse

Executives

Begin by filling in the TNT forms with the names of people you already know. Complete all of the pre-call fields on the form. Include all the information required by the forms and start mak-ing phone calls. After each phone call, record your comments and “tickle” any dates for follow-up calls. If you are referred to another individual, begin a separate TNT record for that person. Be sure to include the name of the person who referred you to that other individual and whether it is OK to use the first person’s name. As you undertake this systematic networking, you will find that many people are happy to give you information and leads but request that their names be kept out of the process. You must honor such requests, which are usually motivated by a wish for privacy.

Sometimes you may end up obtaining a referral to another individual in the same organization. In such cases, you might want to group your contacts from that organization together to reduce duplication of effort. Go back to the TNT record for the first con-tact in the organization. Let’s say it is number 14. Number that contact “14A” and the new contact “14B.” By adding the letter, you cue yourself that you have more than one contact at that company. Your next contact in the same organization is, of course, “14C.” The objective is to maintain clear, organized records.

In the interests of good record keeping, assemble your TNT worksheets in a three-ring binder. Place any correspondence imme-diately after the respective TNT contact sheet. Staple any business cards to the contact sheet. As you make your calls, document every step so that your efforts are not misplaced.


In the course of your job search, your network will expand, but you can control it and keep track of your networking efforts by using TNT. Even after you have established yourself in your new position, maintain this record. Not only will you be able to return the favor of being a helpful contact; you also will not have to reinvent the wheel in the event of a future job search. Most people neglect to maintain their networks. There is just too much to do and too little time available. If you are looking for a job and don’t have an existing network, don’t despair! All is not lost! Just get busy and assemble one.

NETWORKING RESOURCES

Networking naturally lends itself to computerization and can be integrated easily into other parts of the search process. Specifically tailored content management programs such as ACT! and Gold-mine are especially useful. If you are fairly computer literate, you can easily use these programs to make sure you keep up with your con-tacts, deadline dates, and the myriad details involved in a job search.

Job seekers often try to locate former colleagues. This search can be time-consuming, so use the Internet to facilitate it. For example, the American College of Healthcare Executives (ACHE) has an online directory at www.ache.org. You can find long-lost colleagues and their contact information by merely filling in the blanks in the search engine. You have to be an affiliate of ACHE to use this feature. In other search engines, most notably Google, you can enter a name and city to find contact information. Col-lege alumni assistance and health administration programs also have online directories you can access to locate your old friends and renew acquaintances. LinkedIn is yet another rich resource (social networking is discussed later in the chapter). The amount of information available on the Web is unfathomable. By the time this book is published, even more information and sources will be available.



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JOB SEARCH SUPPORT NETWORKS

During the last 30 years, many job search support networks have been formed across the nation. In houses of worship and community centers, individuals from a variety of professional backgrounds meet weekly to exchange information. Member-ship costs are nominal, if any. These groups yield a big return on investment if you use them wisely. You are not there to socialize but to talk about your job search and listen to others talk about their job searches. What works? How do you keep a positive outlook after you have been turned down for a promising posi-tion? How do you promote yourself and your job search with-out being overbearing? What does it mean to go after people, not jobs? These are the kinds of questions discussed at these meetings.

You probably have heard of job search support groups or per-haps even attended one of their meetings. These networks have two useful functions—keeping you on track during your job search and bringing you into contact with others who are in your situation. By attending a weekly meeting that focuses on job search efforts and skills, you structure your time and maintain the momentum neces-sary to find the right position. Others who work in different fields may have creative suggestions and strategies that have worked for them. You probably have a wealth of practical suggestions to share with others as well. By helping and encouraging others, you benefit yourself.

The meetings generally last two to three hours and address one topic per session. Topics covered in these meetings typically include networking, resume writing, maintaining focus, time management, self-evaluation, and interviewing skills. In many ways, these meetings serve the same purpose as this book—they tell you how to identify and successfully compete for the job you want. Unlike reading a book, however, attending a meet-ing about the job search puts you face to face with other people,


which helps keep you on track. In addition, the groups often sponsor excellent motivational speakers. If you are like me, you may really recharge your batteries by listening to a gifted motiva-tor. One word of caution: As with outplacement, you don’t want to get too comfortable and rely solely on these networks. They do not replace the network you have been actively building since you first started your job search.

How do you find a job search support group? Most major city newspapers provide a weekly calendar of career-related events in the Sunday classified section. Churches and temples of many reli-gions consider helping people with career development a part of their duty to the community and therefore are active sponsors of job search support networks.

The sponsoring agencies, whether they are houses of wor-ship or community groups like the YWCA, are nonprofit, so you should not be asked to pay. When looking for a job search support network, be skeptical of any service that prom-ises results and asks for more than a nominal membership fee or contribution. (You may, for instance, be asked to chip in for coffee or to cover photocopying costs.) At this point, you already have a goal and have done the kind of self-assessment that precedes the job search, so you should not spend time and money on the career development programs offered by local colleges and universities unless you have a particular need to address, such as interviewing skills. Your best bets are the church-sponsored job search support networks. You can attend meetings on a weekly basis or just when you feel the need to get some fresh ideas.

Spending one evening a week talking about ways to find an excellent job and the problems of being unemployed can alleviate strain at home. For example, if your spouse feels the burden of lis-tening to you, I recommend that you find a quality job search net-work to broaden your support system. Even someone who knows you well may be unable to empathize with you consistently during your job search.



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SOCIAL NETWORKING

In recent years, Web 2.0 has taken off, rendering the Internet a far more interactive medium. As a result, networking has acquired an additional dimension: online social networking. A number of web-sites, including MySpace (www.myspace.com) and Facebook (www.facebook.com), have achieved tremendous popularity. Users can cre-ate profile pages, upload photographs and videos, and connect with friends and family. They have also become new communications media, offering spaces (“walls”) or message boards where members can interact. These sites also feature private messaging capabilities.

While MySpace has declined in popularity, Facebook continues to attract users. Some companies use Facebook to create private networks for their employees. It is wise to remain judicious about how you use the medium; be careful about the information you reveal about yourself.

Also exercise discretion when granting people access to your page. Facebook’s privacy settings enable you to control other mem-bers’ access to your information; the site also offers a feature that enables you to view your page as your contacts see it. Although Facebook has developed these stringent privacy controls, they are far from fail-safe. While you can control the information you post about yourself—for example, you can include a professional pho-tograph, omit your work information, and leave your religious or political views blank—you cannot control what others write about you or the photographs and video footage they might post. Hackers may circumvent security controls and unfetter photos or messages about your wild holiday party to the entire wired world, including potential employers or coworkers. If you wish to use Facebook, decide whether you will be using it for business or pleasure and do not mix the two. If you would like to use the site for both, consider creating two profiles, one that you will use with friends and family and one for professional contacts. This way, your future employers won’t see the photo of your two-year-old toddler smearing carrots on the wall.


One exclusively professional social networking platform has come into vogue: LinkedIn (www.linkedin.com). Unlike Face-book, LinkedIn focuses on professional networking. Users can develop a profile—essentially an online resume—and connect with current and former coworkers, employees, employers, and business associates. LinkedIn does not feature photos (other than your mug shot), public messages (outside of your network), or cutesy appli-cations. You can request recommendations from current or past colleagues who can speak to your capabilities and competence and display them on your profile. You can also write recommendations for them at their request.

LinkedIn strongly discourages connecting with people you do not know directly, although it offers the capacity to send messages to these people. Instead, LinkedIn encourages users to take advan-tage of the connections (i.e., the network) it makes available to them. On LinkedIn, you can easily view maps that outline your direct connections and the other individuals to whom you are con-nected through people you know directly. If you find that one of your contacts knows someone who might be a valuable profes-sional contact, you can ask your contact to introduce you.

WASHING YOUR WEB FACE

Given the importance of the Internet in your job search, particu-larly in the arena of networking, you must expect that potential employers will use the Internet to see what “digital dirt” they can learn about you (see Appendix 7.3). As a result, it is absolutely cru-cial to keep track of your “Web face.” Because it is so easy to type a name into Google and find a gold mine of information, it is criti-cal for you to know how you will be seen. If you have a common name, you have more latitude than someone with a unique name; it is not easy to distinguish between “John Smiths.” If you have a unique name, I cannot stress enough the importance of maintain-ing a dignified online presence; potential employers will have little



80 Tyler’s Guide

doubt that they are looking at information about the candidate they are considering. Nonetheless, all job seekers, whether they have a common name or not, should pay close attention to the information available about them on the Internet.

Search for yourself often. Different search engines use varying indexes, so search in Google, Yahoo!, MSN, and AOL. Thankfully, each has a free “Alerts” program (e.g., Google Alerts, Yahoo! Alerts) that transfers the work from you to the engine; you simply specify a word or phrase you would like the engine to look for and the time interval at which you would like to receive the alerts (e.g., daily, weekly), and the engine sends results to your e-mail address automatically. Be sure to use quotes around your name (such as “J. Larry Tyler”) so the engine knows to search for the phrase instead of single words.

With information about your education and work history from your resume, Web-savvy potential employers can easily learn a lot about you. Sites such as Reputation Defender (www .reputationdefender.com) offer services to alert you to websites containing information about you. Their searches are so compre-hensive that they unearth Web pages that do not appear readily in Google searches. Reputation Defender indexes pages that mention you, allowing you to have a full picture of the information avail-able about you. Prepare to be surprised; there could be a lot more of it than you think. For an additional fee, Reputation Defender will work to remove the pages—or at least the information about you on those pages—from the Web permanently. Alternatively, once you receive the list of pages, you can contact their webmasters directly to ask to have your information removed without having to pay for this service.

Networking - Texas A&M School of Public Health · forms provided in Exhibit 4.1. Networking is an...

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