[inaudible]thank you all for coming. so, akshar set me up pretty well, actually. he saved me quite a bit ofwork with the introduction for the why of doing this method.we have been distributing this book. you have copies on the table in front ofyou. some of you may have it already. jerry doyle, identified this is asa very robust and adaptable method for taking a lot of the guesswork out ofthe job search at any stage in the career. so i'm a survivor of the 2008 recession.some of you younger, emerging professionals might have heard,takes of the dark times, of 2009, 10.
i really wish that i had had this book,[laugh] back then. i sort of lucked into, discovering some of these methodsaccidentally, and what dalton has done, has sort of distilled a lot ofknowledge from different fields. from sociology, psychology,game theory, business naturally, of what are the best methods,the most efficient and effective methods forconnecting with people in your field. so the networking piece, that's thefundamental part of it. that's actually two thirds of the book. sections two andthree deal with approaching and
initiating conversationswith network contacts will, help you develop relationships and connectyou with opportunities in your field. the starting point, we wanna roll back tothe beginning. the lamp list deals with prioritizing your targets so that youinvest your time and energy wisely. and one of the beautiful things ilove about this method, that again, that i wish i had access to when i wasa job seeker during the recession. is that dalton recognizesthat the job seeker has a limited amount of time,energy, and morale for, for finding a job, forconnecting with employers.
right, this is something that is notcommon currency in career coaching literature. because most of the people outthere offering their services as private consultants and so forth, and employerstoo, are starting with the baseline assumption. that because you're notbeing paid to search for a job, your time therefore, has no value. that isnot true. your time is valuable always, because it is the one resource that youcan never replace or replenish. so, the time that you spend putting upinformation in application fields and uploading resumes to posting sitesthat never respond to you or give you any sort of feedback ordirection.
on why you were ignored, rejected ormaybe got an interview but weren't selected. those are somecosts that you never get back. so the idea behind dalton's method is thatyou want to minimize that wastage as much as possible by starting with yourbest prospects for success, right? you need to game the probabilities so one, that you have a clear sequence, of tasks, and of a potential targets,and contacts. and that, you're starting in the order of most toleast likelihood of successful connection, rather than kind of randomly just firing,reactively to every posting,
that you see on various job sites.and most of you, you yourselves, or your peers, are probably usingwhat i call the apply to die method, which is a sort of volumetric orquota based approach to the job search. if i do 50 applicationsa week, if i do 100 applications a week, if i do x number of applications to everyposting i see, eventually one of them is going to luck out and get me a job.notice that i i call this a method and not a strategy and the reason for that isthat a strategy requires intelligence. that is a dumb, dumb, dumb way to spendyour time. that is not to say that job postings aren't a useful orvital part of the process but ultimately,
you will have to technically apply forthe job. they'll want to see your resume. you'll need to be able towrite a good cover letter. but that is going to carry much, much lessweight than your ability to identify which firms are your best prospects and thenconnect with a person within that firm. right, so first we have to sort outour choices, we have to prioritize so that you invest your time wisely.so, this is sort of the first big hump, the challenge of using this methodeffectively. we give out many copies of this book, few students read it, fewerstill implement it. but the ones that do, come back and tell us that they gotinterviews, they got jobs, this works. and
dalton has field-tested it himself withhis students at the duke fuqua school of business. this is not just sort of derivedout of thin air on an abstract basis. this is field-tested and hired candidate approved, sowhat you wanna do, first of all is, just list. when you open upthe spreadsheet, if you have a laptop or a tablet with you. go ahead and do this.when dalton was here last october for a seminar and we hope to bring himagain this this academic year. we actually did this live duringan hour-long workshop that he did. so open a blank excel spreadsheet,just create four columns, list alumni,
motivation, postings. spreadsheet,that's a turnoff for a lot of people, and they just drop right there because who'sgot the time? it's worth it because it will save you time later figuring outwho is worth going after and who's not. i mean trust me, this is good stuff.so you want to compile a list of 40 employers starting with your dreamemployers. most of you can probably, how many of you can think of like likeyour dream job, your dream employer, number one, right? i hopefully, okay i would hope everybodywould have one solid answer for that. think about that. do be thinkingabout that, because your desires,
your motivation, your trajectory issomething that you have to determine internally. and that'll come into playwhen we get to the motivation column, right? most job seekers have a list ofmaybe a half dozen, maybe ten or twelve employers that they know of that they canimagine working for and being happy with. based on what they know of the companiesprofile, usually these are large firms, right? so in tech fields nameslike that would be google apple, microsoft. in architecture,which is the area where i specialize, firms like skidmore owings merrill,smith gill, kohn pederson fox, major multi-national skyscraper buildingfirms, right? those are the tip of
the tongue for architecture job seekers.we wanna go deeper than that. we need to look further a field becausethis is a probabilistic game, and as any statistician will tell you,and i'm a political science bachelor from iit myself.and in social sciences, as you might know, statistics are about the onlymethodological tool we've got. so people who deal in stats are always aftergreater end, greater end. you want a big sample. you wanna widen your scopebeyond those big firms that are kind of over shadowing everybody else inthe field. those small and mid-sized firms that are actually statistically doing themajority of the hiring. that's where most
of the action is happening. where mostof the growth is taking place, right? those big boys have disproportionatelylarge advertizing budgets, they have a big presence in the landscape.but statistically, they're doing an infinitesimal portion ofthe actual hiring in the field. so we need to stretch ourselves out a bit further.so we want to look at dream employers, alumni employers. we want to look at jobpostings and trend following, right? and we might also add columns for employers that are known toemploy international candidates. if you're looking for an internshipon an f1 or you're a graduate on otp
or h-1b, you wanna usea resource like going global. to identify employers we have otherlinks on our career services resources page that will help youidentify those as well. so, first we do the list, hence,so there is a method for. i'm getting out of the slideshow, and we're gonna go over linkedindoesn't matter whose, like i could login with mine.though i'm still logged in as jay, that's fine, we're gonna see the samepeople. i want to look at companies, so i can think of,i mentioned three architecture employers,
i mentioned a handful of tech employers, but as we said, we need to stretchbeyond what's known, right? we have to actually do some research here.right? so i'm looking for architecture andplanning firms. architecture+, architecture workshop. now these arealready firms that i didn't know, existed, right? based on that search term.really, all i need is that check box for the field, right? so i can take that out,and restart the search. we wanna come back over,specify the industry. architecture and planning.there's the prompts. okay so,
agesnstler, h-o-k, perkins andwill, skidmore, owings & merrill. these are big boys, right?and they also have offices in chicago, if you're an iit architecture orwhat i call macro engineering grad. if you're in civil, structural,mechanical, electrical. you have a lot of really well knownprestigious employers in those areas. a lot of great, global architecturepioneered in chicago. what i'm looking for are links to firms that are similar, sothat when i run out of names on the top of my head, here's one i hadn't heardof before. they're in hong kong, maybe i don't wanna relocate to hong kong,right? i can add more specific search
firms zaha hadid globally famous,right? you wanna really platinum name on your resume fromlike oma or zaha hadid architects or places where you wanna get hiredyour first year out of college. ends, so we could filter by location,let's say i'm looking at the chicago area, united states, and i can add chicago,greater chicago area. let's cast a wide net. notice westill have gensler, perkins eastman, rtkl so, again we can populate the listbased on those filtering criteria, but a certain point around 12 or 20.somewhere you're gonna
run out of ideas of known firms, andthat's where this similar function, and this is something i picked upfrom dalton at his seminar, right? portland, oregon. we're way outof our area now. what happened here? oh, we want to takeout the whole united states. 431 results. smith gil doa. okay,now we're in the right territory, right? epstein, yan, salom cordwell, walker parking consultants.okay so maybe i'm into structural or civil, as much as architectural. and so you're using kind of like a web methodhere, to look for employers that
are similar to the employer you knew ofthat you didn't know about previously, that fit within your other parameters,right? the bottom line is you want 40 names in that first column beforeyou proceed to the next one. no, we weren't in excel,we were in powerpoint. oh no's, sorry. we were in, which tab was i in here? there we go.[laugh] back to the presentation, all right? the bottom line is you need 40 names in that list minimum, why?because you need greater
end to increase your probability of one ofthose names being a successful connection. based on the other prioritizationcriteria that we're gonna plug in, and use in the other three columns forranking. so, this kind of gets you out of the trapof chasing the same half dozen firms, or lining up at a career fairbehind the other 50 people waiting to talk to motorola. whenthere's an upstart tech employer you've never heard of before standing tenfeet away just dying to talk to you. but you rule them out as a prospectbecause your focus was on the big name rather than on wherethe opportunity actually exists.
not to mention other factors likecompany culture, size, status and so forth, that could actually provideyou a better fit in the field, than necessarily chasing the biggestname that comes to mind. another reason you want a big n ora big list is that when you're through the prioritization process. you've gota lot of prospects in that bucket. you have a deep list, meaning thatwhen we get to the outreach portion of the dalton method, which starts insection two after we've completed the lamp lists. it's going to occur that you'regoing to look up contacts, alumni or other connected, networked contacts thatare already placed at your target firms.
and some of them won't get back to you forwhatever reason. they'll be too busy, they won't be interested in whatyou have to offer at this time or they are not in the sort of you know,network mindset. so you always want to have a next step. on deck,you always want to know what your next move is, because you can't controlwhat anybody else is doing. one of the beautiful thingsabout the dalton method, i don't know if he evenconsciously recognizes it himself, is that it puts you in control ofthe process in a meaningful way.
you can't control outcomes of anything.tomorrow is not guaranteed to any of us. a jet engine could fall throughyour bedroom roof overnight. and there go your worries about findinga job when you graduate. but, you can control your action today, right? you can at least make plansof your own that you have intention toward andthat you have responsibility for carrying out. you can set your own plansand your own initiative, and that's what this method does. it takes the guessworkout of it. you're not acting randomly or reactively. you're not passively waitingfor people to respond to you anymore.
because if they don't respond with yourthree or seven day response times. it's a 3b7 method, section two inthe book. they're over the shoulder because you already have another contacton deck. you're onto your next prospect. you're always moving forward.you're just dropping seeds behind you to grow your network and some will grow,some will not, but you don't care so much. you don't take on so much pressure forother people's actions. you're not responsible for that. younever can be. your morale is important. it's your most vital resource,psychologically, right? so recognize that, value yourself, protect yourself,guard your time investments accordingly.
this is just prioritizing wherethose investments are placed, right? we get deeper into the book, then we talkabout how you actually operate that. so alumni, right? alumni networking also we use linkedin as a robust tool. now i'm gonna to all or to people search, right, and i've done this search sooften in tutorials, i put the cursor in the field first thing that comesup is what i'm about to show you. i'm actually promoted to make thisevery time i'm logged in. right? i type in the full name of my alma mater,and i take the first prompt,
people who studied at, and you can alsodo this in the advanced search options. i want people who studied atillinois institute of technology. over 67,000 results.this is your, this is your community. these are your people and theyare worldwide, right? and then all you're doing from there, is narrowing it down.you take one firm at a time, right? very quickly andi'm going to look for, well, we'll just stick with the architecturetheme. go with what you know, right? i'm gonna look for iit alumniworking at gensler architecture. and i'll even narrow it down further and saywe're looking in the chicago area, 60610.
tighten up the radius.because 15 miles is a long commute. and i get 15 it alums currentlyworking at gensler architecture. a couple of them i know personally, right?so these are you natural contacts. now for the purposes of the lamp list.we don't have to go any further with that. don't spend anymore time on that yet,right? until we're in section two on our outreach. you just mark yes, or if you're using numerical binary,one or zero if there are no alumni. but if you're in tech, architecture,engineering, and you're looking in the chicago area, or even mostmetropolitan centers in the united states.
and even globally, chances are there'salready and iit alumni, placed who might be willing to help you out withan informational interview. and that's all you need to get rolling. thatcontact is worth 1,000 job applications. posted cold to random sites, right? soyou can also plug into alumni events. we have an alumni associationthat's active in the area. there are chapters in different cities ifyou're relocating. go to those events. you connect with alumni personally.you can narrow things down. you can do some research on linkedin.you can figure out who's in your field.
who can you have a conversation with asa peer, as a fellow professional, right? somebody who's gonna be able to talkyour language and at least shares that point of commonality, that basis ofaffinity of being an iit alumni. that's all you need to get the ball rolling.the affinity, starts the conversation, the conversation builds the relationship,and the relationship gets you the job. this is a complete reversal ofthe apply till you die mindset, right? where you're sort orrolling up to having a relationship with the firm after you get the jobbased on utility value exchange. you don't wanna do any of that,you wanna make the connection first,
and then when you have connections inthe field, the opportunities will almost magically start coming to you.column three, this is very simple, scale of one to five, how much doyou wanna work at this firm, right? maybe take just a couple minutes to lookat their website and see the sort of work that they do. if you popped up a name onlinkedin that you are not familiar with. for myself as an arcitetureprofessional i would look at the types of projects they do, the scaleto determine if they are my flavor. yeah, but it's a gut check.you can do this. once you have that list of 40, you cando this piece of it in five minutes,
especially if you're already familiarwith who's out there in your field and what they're doing, right?so if you have no knowledge, that's a one. if they're, the top year list, that'sa five. any place in between, right? and then postings, right. this is very rough,you can get bogged down very easily in this because what you don't wanna do is,go chasing the postings that you're using. all you want is, sort of, a thumbnail sketch ora rule of thumb answer to the question, are they growing, are they hiring, right?so if they have a lot of postings up, including postings for your position. say,
software developer one. intern architects,what have you, right? if they have postings that fit your skill set. that'sa three, right. if they have postings but not for your precise function orlevel of ability, that's a two. if they have no postings or very fewpostings, that's a one, right? just rough gut check using indeed.com because itaggregates other job posting sites, or it crawls them for the search.dalton recommends indeed several times throughout the text. just based onthe fact that it's searching other sites, including monster and careerbuilder fortheir postings, right? so, you take these three aggregatepieces of data, right?
the alumni is binary, yes, no?quick answer with linkedin search for each firm.the motivation got checked.five minutes for the whole column and then postings. quick search on indeed foreach firm. are they growing? are they hiring? yes, no, somewhere in themiddle, right? and then what you do is you go back to the lists and you use the sortfunctions of the, this is why you build this in a spreadsheet rather thana word document or written in a notebook. you rank the names in your list columnbased on the other criteria. now, any one of those criteriaindividually is not very, kinda, robust as an indicator of howgood a prospect that firm is? but
in the aggregate the three are going topush the firms that are the most likely to hire you to the top of your list.meaning, that if you follow through the rest of dalton's method diligently andconsistently that is, if you don't do anything wrong. if youactually do something and just don't make any major mistakes or faux pas in youroutreach and interview processes. then you're gonna get a job before you'rea quarter or halfway through this list. dalton, himself, claims in here that he'snever had a student do this method not get hired past like number 15 on their listof names. and remember, this is a deep bucket. you've got 40 names on that list.you've got a long. you're going to hit
many branches on that tree before you evenhave to worry about being at the bottom. and having to go back and start a newcampaign. it's not a guarantee, but everything is based on setting up greaterprobabilities of successful outcomes. so probabilistically, now you've frontloaded your best prospects instead of approaching them all randomly. becauseimagine a scenario where you had the same set of names, but you hadn't donethis ranking, right? all of your investment in those less likely prospectsbecomes sunk cost that you can't recover, right?that will be detrimental to your time, energy, your moral andanybody who's been unemployed for
an extended period of time as i wasduring the recession will tell you. that toll on your morale will also affectyour presentation in the interview. ashar was talking previously aboutthe impression that you make with your physical presence, right?either in the room for an interview, or via a video resume site like up key,right? it does you no good at all to have sunk so much effort into let's say negligible chances of prospects. that when you finally getthat interview with the dream firm.
you've got that loser vibe from sufferingso much rejection over six months. and they go with another candidate whofelt like a winner, right? you want to be a winner from the go. like, you want tocut out all that wasted effort and energy by prioritizing things in a way thatmakes the most sense probabilistically. now this may not be the only, it mightnot be the best method, but it's way, way, way better a methodthan apply till you die. so yeah, i highly recommend it. if you don;thave the book already, please come get it. if you have questions about it ask us.this is kind of a central text for our networking andjob search advising now. i've refer
to it all the time when i have studentscoming to me for job search strategies. and based on my own experience seeing howthese things work in real situations with my own experience, right. in terms ofgetting jobs via people that i already know for example.this is sound advice. so, i think, we just have a couple minutes left formy segment. are there any questions? >> how aggressive shouldwe the first list, like, i know there's the right name for the end of the list but how[inaudible] in creating that
[inaudible]? >> well, for the list itself, that's kind of a brainstorming thing,right? you're not, for the first column, you'renot really applying much judgement there. it's just a matter of kind oflocating them in your field. you set the parameters based on geography,industry, like what's your scope? and then you're just collecting targets,right? you let the other criteria do the sorting. in terms of like,the networking outreach or approach, you treat each contact the same. whichis to say you treat them individually
as a valued person which is the way youwant to be treated by that person and by the firm accordingly. see, this isthe benefit of the network based approach, rather than the posting approach. in thatyou have that potential for reciprocity that's not there through the mediationof an hr website, or a job posting site. so i wouldn't say that it's aggressive,because that can be a turn off, but it, you're definitely seizingthe initiative and being assertive. and you're equally assertive withevery contact that you approach, because you're giving them all the samevalue as fellow professionals. right which is something like, reallycurious thing about human communication is
that there are so many layers to things,subtextually and contextually, that we miss. we focus only on what'swritten in the lines, right? so one of the things that's interesting aboutinformational interviews, for example, or any sort of chat setting, let's say, like a professional networkingevent, is that any question that you ask about a person, a firm,a field. will reveal as much about you as the answer revealsabout the question's target itself, the subjects, right? because thattells the questioner what you do or don't know a prairie, right.so, part of this,
the beauty of this process is that it,kind of, build its own momentum. where the more these conversations youhave with professionals in the field, the more savvy you are and then,the sharper your questions become. and that becomes evident with your dialogues.so you don't necessarily have to beaggressive or even over-selective with the prospects of the context.but what you wanna be is consistent, and you want to give them a measured butfair amount of your time and energy. does that answer the question? >> [inaudible]
>> well, yeah, if you're coming up short on the base number, andthat's kind of field tested too, like why 40 instead 50 or 30, dalton'sreasoning for that is in the book. yeah, if you cross, the motivationposting will take care of that, or that column will take care of that foryou. if they're not a high priority, then theyfall to the bottom of the list, right? and it could be a firm youdidn't know much about, well actually turn out tobe the great opportunity. and that's where the other two criteriamight save you by pushing that up toward
the top, and making you reconsider.there was a question here in the back, i think i have time for one or two more. >> [inaudible]the last five [inaudible] >> [sound] well, that's a different,[laugh] speech or workshop, altogether. could you state it again you're talking about negotiation in the job interview? >> [inaudible]>> [sound]
you wanna do your homework? you wanna know what the prevailing rateis for that job title in the field? and of course every firm is gonnawanna get you for a lower price. but they're having a hardtime making that argument if you come in informed as to what theprevailing rate is. and tell them, look, this is what your competitors are payingpeople for the equivalent function, so that's a separate topic, but a verygood question. but we have tools for that also on our resources page.under salary tools, we have a short list. like salary.com, glass door.you can find out based on job title and
geographic area.what the prevailing rates are for a vast array of job titles and functions.and just having that information in your back pocket is really valuablewhen you are doing salary negotiations. any one else?do i have time for one more? yes. >> good question and the book covers that in section two.oh, this is a really important note sort of jumping ahead. i shouldmention linkedin is really great for identifying contacts it's not nearly sovaluable for reaching out to them. and some of youmight be able to guess why that is.
the reason is that most peoplearen't very active on linkedin unless like trisha deg,they're working as recruiters, or they're looking for work themselves.people who are employed and fully occupied in the jobs that you wantto, the track that you want to follow. they're not gonna be on linkedinfrequently enough to respond to inmail in a reasonable amount of time, soyou wanna use other tools and methods to identify what's their workemail. does that answer the question? so but there's, it's all coveredin the book in section two. there's a five point template forthe message,
just a very brief email, asking for alittle bit of their time for some advice, or for a chat about whateverthe convergent interest is. no mention of a job, is verycounter-intuitive but very important, for reasons that i could also discussin another time. and so i think. are we good? all right, so,i'm going to take my leave. thank you very much for attending,it's been a great event so far. >> [applause] >> look forward to seeing youall later at the reception.
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