The Job Seekers Bible

How To Create

Your Dream Job

and Get It
by Denis R. Murdock

Copyright 1988, 1989, 1994, 1995, 1996, 1997, 2005, 2006 by Denis R. Murdock

All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means,
electronic or mechanical, including photocopying, recording or by any informational storage or retrieval system
except by a reviewer who may quote brief passages in a review to be printed in a magazine or newspaper
without permission in writing from the publisher.

First Printing September 1988 (previous title What Shape Is Your Parachute In? The Fastest Way to Land a
Better Job)
Second Printing (Revised) June 1989
Third Printing July 1994
Fourth Printing (Current Title) June 1995
Fifth Printing November 1996
Sixth Printing March 1997
Seventh Printing March 2005

Library of Congress Cataloging-in-Publication Data

Murdock, Denis R., 1948The Job Seeker's Bible - How to Create Your Dream Job and Get It / by Denis R. Murdock.
p. cm.
Includes bibliographical references.
ISBN 0-9623774-1-4 : $49.95
1. Job hunting Handbooks, manuals, etc. 2. Vocational guidance Handbooks, manuals, etc. I. Title.
HF5382.7.M87 1989
650.14 dc20
89-12890 CIP

Published by
The Murdock Group
4881 Denaro Drive
Las Vegas, NV 89135
USA
(702) 575-9327

ii

ABOUT THE AUTHOR

Denis R. Murdock is a Brigham Young University alumnus with more than three decades
of combined experience in business management, consulting, training, sales, marketing and
outplacement. This is complemented by a military background in operations, training and
logistics. He is an author and authority in the fields of marketing, communications, career
planning and job changing. Mr. Murdock has conducted numerous training programs and
seminars, been interviewed frequently by the print media, and appeared on a variety of
radio and television programs.
Over the last twenty plus years, his firm has served more than fifteen thousand clients
nationwide from Virginia to California, and from New York to Florida. The Murdock
Group, a full-service career-outplacement and business consulting firm, was founded by Mr. Murdock in 1983 in
Virginia Beach, Virginia. In 1986 a Richmond office was opened. And, in 1987, a Washington, D.C. office was
added. In 1989, headquarters was reestablished in Salt Lake City, Utah. In 1996, Mr Murdock sold controlling
interest in the firm to facilitate further expansion. Soon thereafter, it began trading publicly on NASDAQ, with
offices in Salt Lake City, Seattle and Portland. He resumed controlling interest in the firm in late 2004.
Prior to The Murdock Group, Mr. Murdock was the founder of a marketing firm headquartered in Salt
Lake City, Utah. Mountainwest Security Systems was a regional wholesale and retail distributor of security
systems products for Dynamics, Inc. of Charlottesville, Virginia. Additionally, as Rocky Mountain Regional
Business Development Director, he established a dealer network for Dynamics. He began his business career as
owner of an automotive repair business and used car dealership.
Mr. Murdock has been inducted into Who's Who Worldwide, Who's Who in America, Who's Who in the
West, Who's Who in Sales and Marketing, National Directory of Who's Who and Two Thousand Notable
American Men. He is the father of six children and currently resides in Draper, Utah.

iii

DEDICATION

This book is dedicated to the career ambitious who want to reach more of their potential ... and to all
those who are, or perceived to be ... overqualified ... under-qualified ... too old ... too young ... lacking relevant
experience ... unemployed ... underemployed ... misemployed ... self-unemployed ... lacking sufficient or related
education ... too much a generalist ... too much a specialist ... lacking confidence ... job hoppers with too many
jobs ... guilty of staying in one job too long ... below standard in earnings or slow in financial progress ...
geographically restricted and cannot relocate ... embarrassed by a work history with employment gaps ... not able
to demonstrate enough leadership or major accomplishments ... lacking promotions ... lacking good references ...
burned out ... in a career that has peaked out ... in a declining industry ... with previous earnings that were too high
... who deserve a chance to prove themselves.

iv

TABLE OF CONTENTS

PART I
UNDERSTANDING THE JOB MARKET
Chapter 1
The Problem: Selling Yourself in a Buyers Market . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Unprecedented Competition in a Changing Economy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Youre A Seller In A Buyers Market . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Three Stages of Job Hunting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1
1
2
2
3

Chapter 2
The Solution: Become Proactive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Be Proactive Not Reactive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
"The Carrot vs. the Stick" . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Replace Reactive with Proactive Language . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Job Beggar or Job Seeker? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Do Not Look for a Job Look for Opportunity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Look for Opportunity Where You Are Most Marketable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
What Can Job Seekers Learn from Microsoft? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Proactively Marketing Yourself . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

4
4
4
5
6
7
7
7
7

Chapter 3
Understanding the Job Market . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Three Major Segments of the Job Market . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
What Is The Unadvertised or Hidden Job Market? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Why Do Employers Advertise So Few Positions? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
How to Tap The Unadvertised Job Market . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Job Evolution -- How Jobs Are Created and Filled . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Opportunity Window . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
An Example of Getting Hired for an Unadvertised Job . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
PART II
GETTING FOCUSED
Chapter 4
Getting Focused . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
80% of the Work Force Misemployed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Getting Focused Should Be The First Step In A Job Search . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Career Planning Is the First Step in Getting Focused . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Begin at the End ... and Plan Backwards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
What is Your Ultimate Career End Outcome? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
What Obstacles Are In The Way? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Which Is The Best Strategic Approach? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
What Is The Next Step? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Identifying Your Strategic and Tactical Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Proactive Model for Career Planning and The Job Search . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Job Components . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Selection Criteria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Proactive Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Three Selection Criteria: Qualifications-Aptitude-Attitude . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Qualifications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Aptitude . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Attitude . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Attitude, Interests and Values Determine Our Work Preferences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Holland Six Personality Types and Work Preferences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Myers-Briggs Sixteen Personality Types and Work Preferences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Values and Work Preferences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
List of Sample Career Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Six Qualifying Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Three Job Components: Industry-Function-Level . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Identify Your Target Industries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Core Industries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Function . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Core Functions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Sales/Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Finance/Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Operations/Production . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Identify Your Functional Strengths . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Level . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Option-Value Decision Making Matrix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Do You Need Help Getting Focused? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Focusing on a Cause . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Sample Causes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Generic Organizations with a Cause . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Sample Organizations with a Cause . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Networking Informational Interviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Informational Interview Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Reviewing Newspaper Classified Ads and Professional Publications . . . . . . . . . . . . . . . . . . . . . . . . . . .
Professional Help Career Counseling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

15
16
17
17
17
17
18
18
19
19
19
20
21
21
21
22
22
22
22
23
23
24
25
25
25
25
26
26
26
27
27
27
29
29
30
30
30
31
31
31
31
31
32

Chapter 5
Positioning Yourself in the Job Market . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
The Positioning Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Incorporating the Positioning Statement into the Resume . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Incorporating the Positioning Statement Into a Letter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Incorporating the Positioning Statement into a Dialogue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Repositioning into a Different Industry or Function . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Examples of Repositioning into a Different Industry or Function . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Positioning Options Menu . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
General Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

33
33
33
34
34
35
35
36
36

vi

Sales/Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Finance/Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Operations/Production . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Financial Institutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Construction/Civil Engineering/Architecture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Health Care . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Government and Non-Profit Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
International . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

36
36
37
38
38
38
38
38
38

PART III
WINNING MORE INTERVIEWS
Chapter 6
Developing a Presentation Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
What Is a Presentation Strategy? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Six Qualifying Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Key Personal Descriptors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Descriptors from Positive Personal Characteristics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Descriptors From Past Accomplishments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Starter Questions to Help Quantify Your Accomplishments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Key Personal Descriptors Menu . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Sample Action Words . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
The PAR (Problem-Actions-Results) Story Format . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
PAR Story Examples . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
PAR Worksheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

40
40
40
41
41
41
42
42
46
47
48
49

Chapter 7
Writing a Winning Resume . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Resume Function . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Achievement Resume Format . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Sample Resume . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Resume Heading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Positioning Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Qualifications Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Career Highlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Employment History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Personal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Resume Writing Guidelines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Professional Resume Preparation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

50
50
51
51
54
54
54
54
55
55
55
55
56

Chapter 8
Writing Effective Letters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
The Introduction Letter a Proactive Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Letterhead . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Cover Letter in Response to "Blind" Ads . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Introduction Letter to Primary Employers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Letter Writing Guidelines and Tips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

57
57
57
58
58
59

Chapter 9
Printing and Word Processing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
Selecting a Printer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
Selecting Your Paper . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60

vii

Paper Weight . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Paper Color . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Selection of Envelopes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Paper Quantities to Order . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Graphics for Stationery and Resume . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Stationery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
The Resume . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Ink Color . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Proofreading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Preparing to Implement Your Campaign . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Word Processing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other Services Available . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Getting Organized . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

60
60
60
61
61
61
61
62
62
62
62
62
63

Chapter 10
Completing Applications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
Chapter 11
Competing for Advertised Positions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
Chapter 12
Working with Recruiters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Loyalty Is to the Employer, Not to You . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Some Recruiters Specialize . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other Firms Are More Generalized . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
How They Find and Select Candidates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Initiating Contact with Recruiters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Avoid an Appearance of Being Anxious or Desperate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
A Small, Slow Response Is Normal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Career Changers Not Attractive Candidates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

68
68
68
68
68
69
69
70
70

Chapter 13
Utilizing References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
The Role and Importance of References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Reference Checks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
High-Level Executives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Middle Managers and Professionals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Entry Level and Junior Executives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Criteria for Selecting References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Employment References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Current Superior . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Doubtful or Negative References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Personnel Department References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Industry or Functional References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Expanding Your Reference Base . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
When to Give References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Preparing Your References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Sample Dialogue to Follow up Your References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Keeping References up to Date . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
References as Referrals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Written References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

71
71
71
71
71
72
72
72
73
73
73
73
73
74
74
75
75
76
76
76

Chapter 14

viii

The Power of Networking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Networking: the Single Most Powerful Job Hunting Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
A Story to Illustrate the Power of Networking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Two Objectives of Networking: Contacts and Introductions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Expand Your Base of Contacts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Obtain Specific Personal Introductions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Networking with Friends and Acquaintances . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Sample Dialogue to Follow up Your Friends & Acquaintances . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Networking with Centers of Influence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Primary Influentials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Secondary Influentials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Networking with Membership Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Sample Dialogue to Follow up Influential Persons and Referrals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Phone Call . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Personal Visit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Basic Principles of Networking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Networking Sources of Contacts and Referrals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
The Informational Interview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Sample Dialogue for an Informational Interview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Three Possible Outcomes of a Networking Contact . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

77
77
77
78
78
79
79
79
80
80
80
81
81
81
82
82
84
84
84
85

Chapter 15
Identifying Imminent Job Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
What Is An Imminent Job Opportunity? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Why Are Imminent Opportunities Important? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
How to Find Imminent Job Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
How to Assess an Imminent Opportunity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
What to Look For: People, Places, Things . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Situations to Consider in Finding Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
How to Pursue an Imminent Opportunity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Sample Imminent Opportunity Possibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

87
87
87
88
90
90
91
92
92

Chapter 16
Finding Employers & Job Openings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94
376 Internet Job Search Engines and Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94
Meta Job Search Internet Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94
Generic Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95
Niche Specialty Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97
Accounting/Financial Services/Banking Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97
Administrative/Office Support Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98
Advertising/Public Relations Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99
Agriculture/Forestry/Environmental Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99
Animal Health Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100
Architecture/Construction/Trades Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101
Arts/Entertainment Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102
BioScience/Chemistry/Pharmaceutical Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103
Computer/Information Technology/MIS Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . 104
Consulting Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
Customer Service Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
Diversity/Minorities Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106
Education Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106
Energy/Utilities Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108
Engineering Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108
Entry Level/Recent College Graduates Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109

ix

Government Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Healthcare/Medicine Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Hospitality/Travel/Tourism Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Human Resources Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Insurance Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Internet/New Media/E-Commerce Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Legal/Law Enforcement/Security Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Manufacturing Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Marketing Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Non-Profit/Social Services Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Operations/Project Management/Purchasing Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . .
Publishing/Writing Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Real Estate/Property Management/Facilities Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . .
Research and Development/Science/Quality Assurance Internet Job Posting Sites . . . . . . . . . . . . . . . .
Retail Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Sales/Business Development Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Sports/Recreation Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Telecommunications Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Transportation/Logistics/Distribution Internet Job Posting Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Primary Sources of Information: People Who Know . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Secondary Sources of Information: Published Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Review of Secondary Reference Sources: Published Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Organization Literature . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Financial and Stock Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
General References and Directories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Business Directories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
On-Line Data Bases and Mailing Lists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Industry and Trade Directories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Examples From the Encyclopedia of Associations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Professional and Specialized Directories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Business, Industry, Professional, Association, Trade and Government Publications . . . . . . . . . . . . . . .
Geographic Directories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
International Directories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Trade Show Exhibitor Directories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

110
111
112
113
114
115
115
115
116
116
118
118
118
119
119
120
121
121
122
123
123
124
124
125
125
127
128
129
130
131
133
134
135
135

Chapter 17
Phone Strategies That Win More Interviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
The Worst That Could Happen . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
The Bright Side . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
A Proactive Perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
An Example of What Not to Do to Obtain Interviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
A Success Story of How to Maximize Interviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
A Step-by-Step Proactive Method for Winning More Interviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Telephone Tips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
A Brief Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Sample Telephone Dialogues Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

136
136
136
136
137
137
137
145
147
147

Chapter 18
Your Personal Marketing Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Functional Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Industry Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Income Level . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

152
152
152
152
153
153

Positioning Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
A Personal Marketing Plan of Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Daily Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Sample Campaign Planning Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
My Campaign Planning Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

153
153
156
157
158
160

PART IV
WINNING MORE JOB OFFERS
Chapter 19
Dress to Your Potential For Men . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
It Pays to Dress Well . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Dress to Your Potential . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Wardrobe And Appearance Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
The Psychology of Color . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

163
163
163
163
166
166

Chapter 20
Dress to Your Potential For Women . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
It Pays to Dress Well . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Dress to Your Potential . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Wardrobe and Appearance Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
The Psychology of Color . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

168
168
168
168
170
171

Chapter 21
The Interview Winning Confidence And Enthusiasm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Purpose of The Interview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Step 1 - Rapport . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Step 2 - Identify . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Step 3 - Confidence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Step 4 - Enthusiasm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Step 5 - Presentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Steps 6 & 7 - Motive and Interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Step 8 - Bottom Line . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Step 9 - Expertise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Step 10 - Afford . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Step 11 - Risk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Step 12 - Feedback . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Step 13 - Commitment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Follow up on The Interview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
What to Do If You Are Rejected . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
What to Do If You Have to Wait . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Thirteen-Step Agenda Outline And Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

172
172
172
174
175
176
177
177
178
179
179
181
181
182
182
183
183
183

Chapter 22
Two Powerful Selling Tools - PAR And STIF . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Telling Effective Supporting Stories With PAR'S . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
The Problem . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Your Actions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
The Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Recapping Tell ... Tell ... Tell . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Feedback . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

186
186
186
186
187
187
188

xi

PAR Stories Can Demonstrate Multiple Characteristics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Building Rapport And Credibility While Dealing With Concerns . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Concerns and Objections Mean They are Interested . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Liabilities And Concerns: How to Deal With Them . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
STIF (Shift-Test-Illustrate-Feedback): a Powerful Strategy For Overcoming Concerns . . . . . . . . . . . .
Using The STIF Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Step 1 -- Avoid Disagreement with the Employers Concern . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Step 2 -- Avoid Agreement with the Employers Concern . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Step 3 -- Understand the Employers Concern . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Step 4 -- Recognize the Employer's Concern . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Step 5 -- Shift the Employers Concern to the Real Issue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Step 6 -- Test . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Step 7 -- Illustrate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Step 8 -- Feedback . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Example of AA-UR-STIF . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
STIF Worksheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

188
189
189
189
191
191
191
192
192
193
193
194
194
194
194
196

Chapter 23
Preparing For The Tough Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Answers to the 21 Most Grueling Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Qualify Open-ended Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Recognize The "Objection in Disguise" . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Identify When a Story Would Help . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Recognize When You Are Short on Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Additional Frequently Asked Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

197
197
199
200
200
200
200

Chapter 24
Getting Hired When No One Is Hiring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 202
Some Examples . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 202
How to Get Hired When No One Is Hiring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 203
Chapter 25
Negotiating a Better Offer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Negotiating Redefinition of a Job . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Examples of Situations where People Redefined Jobs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Introducing the Subject of Redefining the Job . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Negotiating Compensation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
A Step-by-Step Method to Successful Negotiations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Evaluating And Accepting Offers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
General Guidelines For Salary Negotiations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Understanding Salary Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Handling the Question "How Much Money are You Making?" . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Telling the Truth about Present Income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
What to Do When Present Compensation is a Basis for a Salary Offer . . . . . . . . . . . . . . . . . . . . . . . . .
Items For Possible Negotiation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Contracts And Termination Agreements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Summary: Eight Steps to Successful Negotiations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

210
210
210
211
211
212
215
215
215
216
216
217
217
218
219

Chapter 26
The Support Group For Spouses And Significant Others . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Job Hunting Is Tough! . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Three Stages of Job Hunting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Time Frame, Logistics And Quotas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Please Be Proactive And Generous in Your Encouragement And Support . . . . . . . . . . . . . . . . . . . . . .

220
220
220
221
221

xii

PART V
APPENDICES
Appendix A
Personal Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Career Liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Employment Record . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

223
224
225
226

Appendix B
Functional Skills Identification Menu . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 227
Functional Skills Identification Menu . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 228
Appendix C
Core Competencies And Interests . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 239
Appendix D
Personality Types and Work Preferences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Holland Six Personality Types and Work Preferences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Realistic (Mechanical-Operative): Technical and Athletic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Investigative (Analytic-Scientific): Abstract Problem Solver . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Artistic (Creative-Self Expressive): Ideas and Imagination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Social (Nurturing-Altruistic): People Helper . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Enterprising (Venturous-Influential): People Influencer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Conventional (Procedural-Systematic): Data and Detail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Myers-Briggs Sixteen Personality Types and Work Preferences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ENFJ (Teacher) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ENFP (Counselor) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ENTJ (Field Marshal) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ENTP (Entrepreneur) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ESFJ (Seller) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ESFP (Entertainer) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ESTJ (Administrator) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ESTP (Promoter) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
INFJ (Author) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
INFP (Quester) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
INTJ (Scientist) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
INTP (Architect) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ISFJ (Conservator) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ISFP (Artist) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ISTJ (Trustee) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ISTP (Artisan) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

240
240
240
240
240
240
241
241
241
242
242
242
243
243
243
244
244
244
245
245
245
246
246
246
247

Appendix E
Industry Options Menu . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Identify Your Target Industries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Industry Options Menu . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Agriculture, Forestry, Fishing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Mining . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Construction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Manufacturing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Transportation, Communications, Utilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Wholesale Trade . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

248
249
251
251
251
252
252
257
258

xiii

Retail Trade . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 258

Finance, Insurance & Real Estate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 259
Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 260
Appendix F
Functional Organization Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 262
Functional Organization Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 263
Appendix G
Career Options Menu . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 264
Career Options Menu . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 265
Appendix H
Geographical Preference Menu . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 270
Geographical Preference Menu . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 271
Appendix I
Resume Samples . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Chief Executive Officer/Administrator . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
International Liaison Manager/Consultant . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Manufacturing Representative / Sales Manager . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Trainer/Training Consultant . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Nurse's Aide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accounting/Office Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Senior Computer Engineer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Sales/Marketing Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Operations/Production Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
General Management Executive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Financial/Market Analyst . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

275
276
278
280
282
284
285
286
288
290
292
295

Appendix J
Letter Samples . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Letter A ... Introduction Letter in Response to Ads . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Letter A-F ... Follow-up Cover Letter in Response to Ads . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Letter B ... Cover Letter in Response to Blind Ads . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Letter B-F ... Follow-up Cover Letter in Response to Blind Ads . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Letter C ... Cover Letter to Recruiters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Letter D ... Cover Letter to References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Letter E ... Cover Letter to Friends and Acquaintances . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Letter F ... Cover Letter to Influential Persons and Referrals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Letter G ... Introduction Letter for Imminent Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Letter G-F ... Follow-up Cover Letter for Imminent Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Letter H ... Introduction Letter to Primary Employers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Letter H-F ... Follow-up Cover Letter to Primary Employers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Letter I ... Cover Letter to Secondary Employers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Letter I-F ... Follow-up Cover Letter to Secondary Employers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Letter J ... Consultant's Introduction Letter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Letter K ... Follow-up Thank You Letter after an Interview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

296
297
298
299
300
301
302
303
304
305
306
307
308
309
310
311
312

Appendix K
Sample Contact/Word Processing Card . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 313
Appendix L
Sources of Job Announcements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 314

xiv

Bibliography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Career Management and the Job Search . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Personal Success and Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Financial and Stock Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
General References and Directories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Business Directories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
On-Line Databases and Mailing Lists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Industry and Trade Directories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Professional and Specialized Directories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Business, Professional, Trade Publications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Geographic Directories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
International Directories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Trade Show Exhibitor Directories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

318
318
319
319
319
320
320
321
321
322
323
323
323

Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 324
Book Order: Unconditional 90-Day Money-Back Guarantee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 338

xv

PART I
UNDERSTANDING THE JOB MARKET

Chapter 1
The Problem: Selling Yourself in a Buyers Market

Unprecedented Competition in a Changing Economy

Are you aware that millions of Americans are unemployed and
actively looking for jobs? That millions more are employed, but worried
about keeping the jobs they have, while they are actively looking for new
jobs? That millions of Baby Boomers are hitting middle age just in time
to be laid off and set adrift? That thousands of College Grads are entering
the job market this year? That there are only a few more job openings per
job seeker now than in 2005, with a far greater percentage more seeking
work? Is there any wonder that one of the hottest topics of interest on the
Internet is careers? Yet, the job search remains a mystery to most,
because they have not yet discovered that they cannot get a job with
outdated traditional methods.
Today, we are changing jobs more frequently than ever before ...
about every three to four years. At the current rate, we will change jobs
seven to ten times during our lifetime. This increased turnover means
that, at any given point in time, there is an increasing number of people in
the job market competing for fewer and fewer available jobs. And, that
increases competition ... more than ever before.
The impact of an evolving information and service based
economy, automation, computers, new technology, growing demand for
technical skills, faster information transfer, changing demographics, all
add up to a more dynamic and unstable job market. Larger employers
those with more than 500 employees continue to reorganize. They are
divesting or downsizing more and more to stabilize and prepare for any
future fluctuations in the economy. Smaller employers, especially those
with less than 100 employees, are currently the largest source of new jobs
being created. However, they are also the most difficult to identify and
target because there is less information available on small firms.
Increased corporate downsizing has caused an increase in
wrongful termination litigation in recent years, sparked by disgruntled,
terminated employees. No one wants to be forced to look for a job,
especially in todays job market. This litigation has been greatly reduced
by employer-sponsored outplacement services. Outplacement, defined as
professional career planning and job search assistance, has served to ease
the corporate conscience and helped to make terminations, the most

Ch. 1 Pg. 1

" ... 75% will not succeed in

finding them [better jobs]." Richard
Bolles, What Color Is Your
Parachute? Ten Speed Press,
Berkeley, California.
"Landing a nationally advertised
position is a lot like picking the
winning horse in a crowded derby."
National Business Employment
Weekly. New York.
"Job searching is a continuous
cycle of asking and being rejected
... 95% rejection rate." National
Business Employment Weekly.
New York.
" ... 15 weeks is the average time
it takes for a job search .... "
National Business Employment
Weekly. New York.
"Rule of thumb ... one month of job
search for each $10,000 in salary."
National Business Employment
Weekly. New York.
" ... one in 5 people has to leave his
or her job each year. One in 10 is
forced to leave a job involuntarily.
One in 10 must make a career
change each year. The levels of
dislocation are extraordinary."
David L. Birch, "The Rise and Fall
of Everybody," INC. Magazine.
Boston.

The Job Seeker's Bible - How to Create Your Dream Job and Get It
dreaded of management tasks, more bearable. The whole area of public, customer, and employee relations has
become an important stimulus to outplacement. Employers are increasingly adverse to "bad press." The image
that they develop can effect their customer base, as well as their ability to hire the best employees. But perhaps
the best reason for offering outplacement is that it has helped terminated employees get better jobs faster than they
could acquire on their own. This is because the competition can be discouraging, if not overwhelming.
Youre A Seller In A Buyers Market
It may help you to understand that when you enter todays highly competitive job market, you will find
yourself in the position of the seller in a buyers market. A buyers market describes the market condition
wherein sellers outnumber buyers. When this condition exists, the buyer has the advantage simply because he has
more from which to choose. In this case, you are the seller, and the employer is the buyer. The employer is in a
leveraged position because of the number of candidates from which he can select. Because you have little control
over the job market, you are at a disadvantage because you do not have the same leverage and opportunity to be
selective. This all adds up to just one thing. Looking for a job has become increasingly difficult, and most job
seekers believe that finding the job is more difficult than doing the job!
Three Stages of Job Hunting
It has been the experience of many job seekers that the search for a new job typically has three stages:
Stage One - Confidence
In the first stage, you are usually confident and optimistic because you believe you can accomplish
anything. You write your resume, modeled on others you have seen in the past. You seek the advice and support
of friends who consider themselves knowledgeable on the job search. You contact friends in business and several
potential employers. And, you pore over the want ads and contact some recruiters. However, want ads and
recruiters account for not more than 20% of the job opportunities. The remaining 80% make up what is referred
to as the "unadvertised job market."
At this point, you have made dozens or even hundreds of contacts and probably even considered starting
your own business ... or doing some consulting work. You feel well organized, on top of things, in control, and
confident that your search is moving forward. Thus, you begin by doing what you know how to do.
Stage Two - Frustration
After a few months, you move into the frustration stage. Interviews are fewer and further between. The
ones you do get are a lot tougher than you thought they might be. Maybe you did not come off as well as you
might have expected. Or, you got caught flat-footed at some of the more probing questions such as: "Why did you
get terminated?" "How long have you been unemployed?" "Why are you in the job market?" "What kind of job
are you looking for?" Why do you want to work for us? What can you do for us? "Why should we hire you
as opposed to someone else?" "What are your salary needs?"
You might have had a few offers, but they were below your salary expectations, or involved undesirable
relocation, or were commissioned sales. Your attitude deteriorates at the same rate as your job hunting activities.
By now, friends have stopped calling regularly, and negative feelings such as hostility, anxiety, depression and
loneliness are beginning to set in. This stage of frustration normally lasts for a few months.
Stage Three - Doubt

Ch. 1 Pg. 2

The Problem: Selling Yourself in a Buyers Market

Then you move into the third stage called doubt. In contrast to stage one, where you believed anything
was possible, now you doubt that anything is possible. You are probably ready to settle for what you can get,
even if it means a lesser position, commissioned selling or relocation. If you are unemployed, you may be
considering a part-time or intermediate job to improve your cash flow. You may even be considering selling your
car, or your home, because you really are desperate.
You have fallen victim to the job seeker's myth. You believed that a college degree, experience and good
career progression were all that were needed for a successful job search. But that is simply not true. Education
and experience alone will not get you a job. You will only get hired for what you are able to do your ability
to contribute not for what you have already done. During this stage, most job seekers feel lonesome . . .
really l o n e s o m e.
Conclusion
A job search thrusts you into a buyer's market
The job search is one of the most stressful and
with an overabundance of qualified candidates. Looking
lonesome activities in which human beings engage.
for a job has become increasingly difficult due to the
The level of rejection can be overwhelming.
increased competition in the ever-changing, evolutionary
economy and job market. It is one of the most stressful
and lonesome activities in which human beings engage.
The level of rejection can be overwhelming. This is why so many otherwise capable job seekers become unduly
emotional, and lose their objectivity, confidence, and enthusiasm. So is there any hope of turning the situation
around ... of gaining a competitive edge? Yes, there is reason to hope...lots of it. Read on to the next chapter.

Ch. 1 Pg. 3

Chapter 2
The Solution: Become Proactive

Push vs. Pull

Pulling the rope, todays competitive edge, is a

proactive approach to the job search.

Given the choice of pushing or pulling a rope,

which would you choose? Of course, pulling is easier than
pushing. Everyone who ever threaded a needle knows that.
So, why would anyone attempt to push a rope when he could pull? If we knew the answer to that question, we would
also know why most job seekers approach the job search using outdated traditional methods that do not get the best
results. When you use traditional job hunting methods, you are pushing the rope. The best way to gain a
competitive edge in todays job market is by pulling the rope. Pulling the rope is simply a proactive approach
to the job search.
Wikipedia, the free online encyclopedia, suggests that push and pull are terms that originated in the
marketing and advertising world, but are also applicable in the world of electronic media such as the Internet. Both
terms, Push and Pull, refer to users or consumers interaction with data.
Push: In a push system the user, or consumer, does not request the content, the content is sent, "Pushed at",
the user. An example of this is a network television commercial, the television viewer does not request to see the car
advertisement. The commercial is pushed at the viewer.
Pull: In a pull system the user, or consumer requests the content. The user pulls content through selection of
the channel and program. Another example of this would be a web search using a search engine, the user performs
a search for a specific car, and the content is returned.
Be Proactive Not Reactive
Proactive and reactive have to do with the way we
Reactive means to be controlled by situations and
respond to outside stimuli, the situations and events that the
events. Proactive means to be in control of situations
outside world presents to us. It is also our perspective on
and events.
the world and life, and our approach to things. To be
reactive is to be greatly influenced or controlled by these
situations and events. To be proactive is to influence or be
in control of these situations and events. To better understand how to become more proactive, consider The Carrot
vs. the Stick.
"The Carrot vs. the Stick"
A proud and successful farmer planted a large, beautiful garden. He was so proud of his newly sprouting
garden that he faithfully nurtured it every day. One day, he found a donkey eating the tiny little plants that were just
beginning to grow. The farmer became enraged when he observed the donkey eating everything in sight.

Ch. 2 Pg. 4

The Solution: Become Proactive

The farmer angrily grabbed the nearest big stick. He began to wave it madly in the air as he approached the
donkey yelling, "Go on ... get ... get ... shoo ... get out of my garden ... it's not your garden ... go on ... shoo ... shoo
... shoo ...." The donkey just ignored the farmer and continued to enjoy the tender sprouts. Whereupon, the farmer
began to furiously beat the donkey with the stick. The donkey continued to eat. It was not about to give up these
delicious little plants. The farmer soon became exasperated. He tried everything. Nothing worked. The donkey
continued to eat up his precious garden.
The farmer's wife, seeing the predicament, thought about how she could help. She grabbed a large carrot from
the refrigerator, then got the donkey's attention by waving the carrot. She then held out the carrot and began to walk
out in front of the donkey. An amazing thing happened. The donkey actually began to follow her. She led the
donkey out of the garden, then gave him the carrot, which he ate greedily.
What is the moral of "the carrot vs the stick"? You
will be more successful by going toward something that you
really want rather than avoiding or going away from
something you do not want. Pulling the rope toward
where you want to be is unarguably easier than pushing the
rope from where you are. Going toward the "carrot" is
proactive, and going away from the "stick" is reactive.

Pulling the rope toward where you want to be is

unarguably easier than pushing the rope from
where you are. Going toward the "carrot" is
proactive, and going away from the "stick" is
reactive.

Dale Carnegie gave us a proactive approach for

The competitive advantage of the "proactive
getting what we want. He suggests that we can obtain
approach" is that you appear to be more interested in
anything we want by first helping others get what they want.
what you can do for the employer.
The problem with traditional job hunting methods is that
you appear to be only concerned about what the employer
can do for you. The competitive advantage of the "proactive
approach" is that you appear to be more interested in what you can do for the employer, and to first help him get what
he wants.
Replace Reactive with Proactive Language
It is fascinating what a difference certain words can
Replace interview with appointment, meeting,
make in conversation. You can completely change the
or discussion.
meaning and outcome of a conversation by simply
exchanging one word for another. For example, surveys
indicate that job seekers would rather schedule an
appointment than an interview. Getting an interview, and then going through the interrogation process,
conjures up defensive, threatened feelings of being intrusive and rejection. Interestingly enough, surveys also indicate
that employers would rather schedule an appointment than an interview. Interviewing is a difficult task for
employers, requiring a decision to either accept or reject a candidate. The formality of the interview process is not
a sure way of getting to know a candidate either. Since both you and the employer would prefer to do away with the
interview, simply replace interview with appointment, meeting, or discussion.
You can begin to develop a proactive job hunting mind-set by simply replacing a few key words in your job
hunting vocabulary. For example, replace the following traditional reactive language in the left column with the
proactive language opposite in the right column.

Ch. 2 Pg. 5

The Job Seekers Bible - How to Create Your Dream Job and Get It
Conventional Reactive Language

Proactive Language

Wait for the ship to come in

Im in a hurry to respond to this ad ... to see
what will happen ... before its too late
This is my education ... my experience ... my
background ... what can I do with it? What are
my options?
Job beggar
What can you do for me?
Look for a job
Interview
Apply for a job
Qualifications
I believe (think) I can do it
I believe (think) I am interested
Do you think Im qualified?
Do you want to tell me whats on your mind?
Job offer

Swim out to the ship

Im very interested in this opportunity ... how is the best way
to go about getting the interview?
This is what I really want to do ultimately ... where I want to
end up at the culmination of my career. How is the best way
to get there?
Job seeker
What can I do for you?
Look for the right opportunity
Appointment, meeting, discussion
Discuss how I might contribute, explore the possibilities
Ability to contribute, ability to impact the bottom line
I can do it
I am interested
How well qualified do you think I am?
Would you be willing to share with me your concerns?
Meeting of the minds; reach an agreement

Job Beggar or Job Seeker?

A job beggar is a problem looking for a solution; a job seeker is a solution looking for a problem. Which are
you?
Jan was attempting to schedule job interviews with difficulty. Her method was cold calling on potential
employers in her target market. Being somewhat introverted and shy, she came across as a job beggar ... not a job
seeker. She wore an unpleasant, painful expression on her face, as if she had just come from the dentist's office. It
occurred to her that there ought to be a better way to approach potential employers. Then, the epiphany.
When she went on interviews that were already scheduled, she did not have the same feeling of being
defensive, intrusive and about to be rejected. She decided to try a novel approach and walk into the office "as if" she
had an interview already scheduled. Jan approached the receptionist and said, "Hello, my name is Jan Hansen, and
I am here for my 10 o'clock appointment." The receptionist looked at her calendar and said, "There must be some
mistake. I don't have you on the calendar for 10 o'clock today. Are you sure it's today? Could it possibly be
tomorrow? I'm terribly sorry ... but I can't seem to find you scheduled anywhere."
Smiling, Jan said, "I'm sorry to put you to all this trouble. I really didn't have an appointment at 10 o'clock.
I'm here to schedule the appointment." Jan felt much better walking in "as if" it were already scheduled.
Which of the following two approaches would appeal more to you if you were the employer?
Traditional:

"Hi, my name is (Jan Hansen), and I'm looking for a job. Are you hiring ... do you have any openings
... can you use someone like me ... can I send you my resume ... fill out an application ... schedule an
interview ... have an hour of your time?"

Proactive:

"Hi, my name is (Jan Hansen). I've been aware of your company for some time now, and I have a
strong interest in working with you. I would like to meet with you and explain why, and show you what
I can do for you."

Ch. 2 Pg. 6

The Solution: Become Proactive

Do Not Look for a Job Look for Opportunity
Employers everywhere have unsolved problems ... and work to be done ... which would suggest abundant
opportunity. But if you use traditional job hunting methods, you probably will not recognize the opportunities
available. So dont look for a job look for opportunity.
How? Look for it where you are the most
marketable. How do you know how marketable you are?
Opportunity is a function of your marketability your
confidence in your ability to contribute to the bottom line.

Opportunity is a function of your marketability ...

your ability to contribute to the bottom line.

Look for Opportunity Where You Are Most Marketable

Of the total number of employers, how many would you think would not be interested in increasing their
revenues? Not very many, if any at all. Can you contribute in such a way as to increase revenues for an organization?
If so, then you are marketable ... to the extent that you can increase revenues.
Of the total number of employers, how many would you think would not be interested in decreasing their
costs? Not very many, if any at all. Can you contribute in such a way as to decrease costs for an organization? If
so, then you are marketable ... to the extent that you can decrease costs.
Of the total number of employers, how many would you think would not be interested in increasing their
productivity? Not very many, if any at all. Can you contribute in such a way as to increase productivity for an
organization? If so, then you are marketable ... to the extent that you can increase productivity.
What Can Job Seekers Learn from Microsoft?
Microsoft is virtually a household phrase. With regard to the bottom line, Microsoft has unarguably been one
of the most profitable and successful companies in the world. Why? Is it because it has had the only product of its
kind in the market place? No. Everyone knows that there are lots of products that compete with Microsoft. Is it
because Microsoft products are the very highest quality products available in the market place today? No. Many
would argue that there exist numerous products just as good, if not better. Is it because it sells its products at the very
lowest price? Again, a resounding NO. Microsofts prices are competitive, but definitely not the lowest in the market
place. If not exclusivity, nor quality, nor price, then why has Microsoft been so successful in market share and
profitability? I believe the reason to be a proactive market driven strategy.
Like Microsoft, you too can compete successfully
in the market place. You dont have to be the only
candidate, or the best qualified, or the most affordable, to be
successful. But, like Microsoft, you will need a proactive
market driven strategy.

Like Microsoft, you dont have to be the only

candidate, or the best qualified, or the most
affordable, to be successful.

Proactively Marketing Yourself

So you see, pushing the rope is a traditional, reactive job search approach. You appear as a customer
(buyer) shopping for a job (the product) with the employer (the seller). You are perceived to be only concerned about
what the employer can do for you. Pulling the rope is a proactive job search viewed as a marketing problem. It
is a product (you) that must be sold to a customer (the employer). The competitive advantage of this approach is that
you appear to be more interested in what you can do for the employer, and to first help him get what he wants. Never
ask an employer for an interview ... or his time ... or a job. Always offer your time, by appointment, to explore the

Ch. 2 Pg. 7

The Job Seekers Bible - How to Create Your Dream Job and Get It
possibilities of how you might contribute to his bottom line. Dale Carnegie suggests, You get what you want

by helping the other guy get what he wants first.

Ch. 2 Pg. 8

Chapter 3
Understanding the Job Market

Three Major Segments of the Job Market

Awareness of the nature of the job market, and its
dynamic three major segments, should help to improve your job
search effectiveness.
1. Employers with Current Job Openings ~ 10%
It is estimated that, within the job market universe for a
position, approximately 10% of all employers might have an
opening for a defined job at any given moment in time. There
would normally be some urgency to fill the vacancy in order to
solve a pressing problem. And, within this group, there would
be three important subsegments:
Unadvertised Job Market. This subsegment consists
of employers with current openings, but who do not advertise
them. They would actively look to either fill them privately
from employees within the organization, or through networking
with friends of the firm and their referrals.
Advertised in Newspapers. This subsegment consists
of employers with current openings who advertise them in
newspapers, magazines or other media.
Listed with Recruiters. This subsegment consists of
employers with current openings who list them with recruiters.
2. Employers with Imminent Job Opportunities ~ 20%

"Screening job seekers is costly ... many

employers perceive certain recruitment
channels to yield better job candidates than
others. These two factors cause many firms to
publicize their vacancies in only a few selected
outlets and to eschew inexpensive modes of
advertising such as the newspapers or the state
government service that may result in too many
or the wrong kind of job applicants." National
Center for Research in Vocational Education,
Ohio State University, Recruiting Workers.
National Commission on Employment Policy,
Washington, D.C.
" ... 96% of the employers ... use referrals from
their own employees when filling new job
openings .... " "Executive Summary," Job
Service Study, Virginia Employment
Commission.
"Only 1 in 5 jobs in the base 2 million available
each day are likely to be advertised in helpwanted columns or listed with employment
agencies." Richard Lathrop, Who's Hiring Who.
Ten Speed Press, Berkeley, California.
"If job seekers contacted all of the nation's tens
of thousands of employment agency counselors
... all of the executive search consultants ... read
every single one of the Sunday and daily papers
... for one solid year ... they'd get exposure to
only 18% of all the positions in the country ....
Because most openings are never advertised, or
listed with agencies or recruiters ... all of these
openings are ... the unpublished job market ...
accounts for 80% of the entire market." Robert
J. Gerberg, The Professional Job Changing
System. Performance Dynamics Publishing,
Inc., Roseland, New Jersey.

This segment would consist of approximately 20% of all

employers, who have imminent needs for individuals, but are
either waiting on contingencies to develop, or a job to be
defined. These developing needs are in the early, formative
stages, and are referred to as imminent job opportunities. This
is an example of a problem without any real urgency. Sample
contingencies that could construe an imminent job opportunity
include: a pending contract, a pending retirement, more
favorable interest rates, a more favorable economy, construction
or other project completion, board or committee approval, the
outcome of a political election. Imminent opportunities are explained in detail in Chapter 15, Identifying Imminent

Ch. 3 Pg. 9

The Job Seekers Bible - How to Create Your Dream Job and Get It
Job Opportunities.
3. Employers Without Openings and Not Anticipating Any ~ 70%
The remaining estimated 70% of the job market is represented by employers who do not have any current job
openings, and do not anticipate any to become available in the near future. Since there is no problem, there is no
urgency. In this segment, traditional job hunting methods are completely useless. Unfortunately, many job seekers
will unknowingly waste a great deal of time in this segment without the right approach, and they experience a series
of rejections which are easily predictable. This is because they are trying to address a problem that does not even
exist. However, within this category, it is estimated that there is approximately a 30% probability of either creating
a job that does not exist, or replacing an individual who is underperforming. This is explained in Chapter 24, Getting
Hired When No One is Hiring.
What Is The Unadvertised or Hidden Job Market?
The unadvertised or hidden job market refers to those jobs that are filled privately without ever being made
public. These unadvertised jobs are not made public either by employers not listing them with recruiters, or not
advertising them in newspapers, trade journals, or other media. Research indicates that as much as 80% of the job
market may be unadvertised, and therefore, hidden from public view.
Why Do Employers Advertise So Few Positions?
There are many firms that are unwilling to pay recruiter fees. And insofar as advertising goes, that too can
be time consuming and very expensive. The fact is, most firms prefer to avoid paying these types of expenses when
they do not always produce cost effective results in finding the most qualified candidates. Most employers will
advertise or list with recruiters only as a last resort.
How to Tap The Unadvertised Job Market
Unadvertised jobs are either filled privately (1) by employees from within the hiring organization, (2) by
personal friends and acquaintances or their referrals, or (3) by people who make direct contact with the right person
at the right time in the hiring organization. Consequently, networking and direct contact could increase your
probability of success by a whopping 80%. Networking means developing the right introductions to the right people,
and earning their willing cooperation and support. Direct employer contact means being at the right place at the right
time, without introduction by a third party or an ad. Understanding how jobs are created and filled should help you
to more successfully tap into the unadvertised job market.
Job Evolution -- How Jobs Are Created and Filled
The job market itself is not static. It is very dynamic ever changing and ever evolving. Jobs will change
in nature and scope over time, and even die. And, as certain jobs are filled, other openings become available, while
still other job openings are in the formative stage. Jobs evolve somewhat as follows:

!
!
!
!
!
!
!

Business as usual ...

A problem, concern, or opportunity emerges ...
Someone recognizes that problem, concern, or opportunity ...
Someone decides to do something about it ...
It is more carefully studied and defined ...
Responsibilities, duties, authority, reports and budget are drawn up ...
Work that needs to be done has been identified in the form of a job or position.

Ch. 3 Pg. 10

Understanding the Job Market

Almost every organization has problems that are not being addressed because no one is assigned to them.
The work may be done internally, or by someone from outside the organization. Regardless, when you understand
that this process is constantly occurring in even small organizations, you can begin to see how it is possible to step
up the pace of the process at almost any stage. Job seekers and consultants are successful in doing this time and again,
at virtually every level and in all types of businesses. Medium-sized and smaller organizations are especially good
targets for this approach. The following model illustrates how jobs are created and filled:

Opportunity Window
[
Stage 1
Problem
Symptoms
[

Unadvertised Hidden Job Market

Stage 2
Problem
Defined

Stage 3
Position
Defined

Stage 4
Employee
Candidates

][
Stage 5
Networking
Candidates

Advertised
Stage 6
Advertising
Candidates

Networking and Direct Employer Contact

Stage 7
Recruiter
Candidates

]
Stage 8
Job
Filled
]

This illustration is referred to as the Opportunity Window because it illustrates that the window of opportunity
to be hired exists over a relatively long time span from stages 1 through 7. In other words, you could contact the
employer and be hired in any one of the 7 stages that a typical job goes through before it is filled.
Stage 1 - Problem Symptoms. Problems exist long before we become aware of them and give them
definition. Our first recognition that a problem may exist is the appearance of the symptoms. For example, have you
ever been in a situation where your car will not start, but you do not know the cause of the problem? Or, have you
ever been required to work temporary overtime, but it continued for lengthy periods, with no apparent end? When
a problem persists, and the symptoms become more and more pronounced, those most annoyed or affected by the
problem begin to analyze and diagnose it. This stage could last anywhere from a few days to several months,
depending on the complexity of the problem, and the level of responsibility and authority of decision making.
Stage 2 - Problem Defined. The problem becomes defined after an accurate diagnosis is completed, and a
name for the problem is assigned to it. It should then be clear without too much uncertainty what the cause(s) and
consequence(s) of the problem are. Examples of problems that could create job openings include: retirement,
prolonged illness, excessiveness tardiness or absenteeism, incompetency, inability to get along with co-workers,
dishonesty, non-observance of company policy such as a serious safety violation, the dislike of a supervisor,
personality conflicts, political differences, the addition of a new process or function, a permanent workload increase,
or any unacceptable performance or attitude. Before a new job can be defined and created, several solutions would
be considered, including: hiring temporary contract workers, overtime, hiring a consultant, redistributing the workload
to existing workers, training, motivational seminars, incentives, bonuses, awards, and ignoring the problem hoping
it will just go away. Stage 2 could last several days or several months.
Stage 3 - Position Defined. When it becomes apparent that the above-mentioned solutions are just
temporary, and a more permanent solution is needed, a new job can be defined and created. This process usually
begins with the supervisor or manager obtaining the assistance of human resources to define and create the new job,
or, to redefine an existing one. Considerations include: duties, job title, level of authority and responsibility,
compensation, benefits, perquisites, chain of command, supervisor, professional development, growth path, training,
office space, potential of a partnership or equity position, stock options, incentives, evaluation criteria, applicable
contracts and agreements, applicable policies and procedures, qualification criteria, deciding on the hiring process

Ch. 3 Pg. 11

The Job Seekers Bible - How to Create Your Dream Job and Get It
and budgeting issues. Stage 3 could last several days or several months.
Stage 4 - Employee Candidates. The first candidates to consider would normally be current employees.
A review would be conducted to determine who, if any, would meet the qualification criteria. If a sufficient number
of candidates were available among existing employees, then no further search would be required outside the
organization. If that were the case, it is probable that an employee would be offered, and accept, the position. Often
it is possible that a position would be created around an individual that is pre-hired. In other words, an individual
need only accept a position that would be offered to him/her, and only him/her. If current employees are not available,
then the process moves on to the next stage. Stage 4 could last several days or several months.
Stage 5 - Networking Candidates. After current employees are considered, then employers would normally
turn to networking to source qualified candidates. Networking sources would include current employees, former
employees, vendors, customer, competitors, alumni and trade associations, professional affiliations, civic
organizations, as well as their friends and acquaintances. If networking does not provide enough candidates, then
employers will normally resort to advertising. Stage 5 could last several days or several months.
Stage 6 - Advertising Candidates. If an inadequate number, or caliber, of candidates results from efforts
expended in the above stages, then employers will normally resort to advertising. In Chapter 11, Competing for
Advertised Positions, reference was made to the fact that employers prefer to advertise only if absolutely necessary,
due to the cost/time/results ratio. Stage 6 would normally last several weeks to several months.
Stage 7 - Recruiter Candidates. If an inadequate number, or caliber, of candidates results from efforts
expended in the advertising process, then some employers will use recruiters, usually as a last resort. Stage 6 would
normally last several weeks to several months.
Stage 8 - Job Filled. At this point, this particular window closes, but another one has already opened, or
another one just opening. Again, this process is ongoing and ever evolving. This entire process, from Stage 1 through
8, could last for only a few days in rare cases, to several months, or even years.
An Example of Getting Hired for an Unadvertised Job
Jim had just recently been laid off. He was anxious to get employed as soon as possible. On one particular
day he was following up a letter of introduction to the president of a target employer organization. The president did
not remember receiving Jim's letter. He told Jim that there were no openings with his company, and that he did not
expect to hire in the near future.
Then something amazing happened. The president, out of professional courtesy, or curiosity, asked Jim about
his prior employment and background. Jim gave him a quick overview. The president was impressed that Jim had
worked for a very respected competitor. A very short conversation ensued, following which the president invited Jim
that very afternoon for a 4 o'clock interview. So what happened? Why did the president, who had no current or
immediate openings, extend an invitation for a personal meeting? You might be surprised.
The president had for some time been concerned about one territory with declining or stagnant sales, when
all others were increasing. He had not made a decision as to what to do. He no doubt was considering several options
when Jim called. But none of those options included firing the incumbent and hiring a new sales representative. So
when Jim called, based on his professional proactive approach and relevant background, the president saw Jim as a
potential solution to his problem. Jim was hired within two weeks, and the incumbent was let go. There was no
opening ... only an imminent problem for the president ... and an imminent opportunity for Jim. Jim was at the right
place ... at the right time ... with the right approach ... and the right background. You might think this to be a freak
coincidence. But this very thing happens often.

Ch. 3 Pg. 12

Understanding the Job Market

Conclusion
To gain exposure to more job opportunities, you must penetrate the unadvertised as well as the advertised job
markets. For the most part, unadvertised jobs can only be discovered through networking and some form of direct
contact with the right decision maker in organizations having the openings or imminent opportunities. It is even
possible to create a job for you that did not before exist.
The job search is actually a very simple marketing process that consists of (1) getting focused, (2) winning
interviews and (3) winning job offers. The next section, Part II, Getting Focused, will help you get focused. Part
III, Winning Interviews, will help you to obtain more interviews. And, in Part IV, Winning Job Offers, you will
learn all about how to win more of the job offers you are seeking.

Ch. 3 Pg. 13

PART II
GETTING FOCUSED

Chapter 4
Getting Focused

80% of the Work Force Misemployed

According to Dr. Herbert M. Greenberg, President, Marketing Survey and Research Corp., " ... 80% of the
work force in the U.S. is misemployed. People often stumble into jobs because of a newspaper advertisement, a
previous summer job, because a friend tells them it's in a lucrative field, or some other accident. Few overcome their
beginning."
Greenbergs comment does not come as a surprise
to most. Surveys indicate that 80% of the work force are
dissatisfied with their current employment and would not
hesitate to change jobs if they knew what other options were
available to them.

Surveys indicate that 80% of the work force would

not hesitate to change jobs if they knew what other
options were available to them.

Misemployment occurs when individuals are not focused and consequently not proactive and is defined
as an employment mismatch ... a square peg in a round hole. Unsuitable qualifications, aptitude, attitude, personality
and/or values for the work environment, functional role, and/or level of responsibility or authority are all contributors
to misemployment. If they were only better focused, they could see the forest from the trees. Since there are so
many variables, is it any wonder that so many individuals are unfocused ... and misemployed?
Getting Focused Should Be The First Step In A Job Search
More job seekers experience the frustration of
More job seekers experience the frustration of
pushing the rope in a job search by lacking focus than any
pushing the rope in a job search by lacking focus
other single reason. Lack of focus is not only the most
than any other single reason.
significant contributing factor to lack of job hunting success,
it is also the single greatest contributor to lack of job
satisfaction and career derailment. Therefore, the first and
most important step in a successful job search is to empower yourself and become proactive by getting focused.
You will automatically become more proactive when you are focused, without any conscious effort. To
illustrate why this is so, consider a familiar situation. You arrive at your home. Upon trying the front door, you find
that the front door is locked, nobody is home, and you cannot find your key. Is your first thought to find another way
in ... or to find another place to stay? You would more likely do everything possible to find another way in before
you would ever consider finding another place to stay. That is a proactive response. A reactive response would be
to immediately give up and find another place to stay.
Here is another way of looking at it. (1) How long can you tread water? Ten minutes ... 20 minutes ... 1 hour
... several hours ... several days? Write down your answer on a piece of paper. (2) Now consider something you
would really like to have, or do, or become. It might be to have the perfect job ... to have a happy and successful
marriage ... to have a brand new car of your choice ... to be financially independent ... to have your dream home ...

Ch. 4 Pg. 15

The Job Seekers Bible - How to Create Your Dream Job and Get It
to travel around the world, etc. Write down whatever it is you really want. This becomes your new incentive and
reward for treading water longer than before. (3) Now, how long can you tread water? Does your endurance
increase? By how much. Can you tread water 2 times longer than what you wrote down previously? Three times?
Studies show that as focus and desire increase, so it is with will-power and endurance. When you become
focused, you envision a desirable end outcome, which causes you to consider all of the possibilities. You become
a possibility thinker ... more proactive. When job seekers are first rejected, however, they normally immediately find
another place to stay, rather than find another way in.
Let us first define what is meant by being focused. To be truly focused is to envision the ultimate end
outcome of your career. To illustrate, imagine yourself at the center of a circle, which represents your current
situation. The circumference of the circle represents the total number of career possibilities. You will need to narrow
down the possibilities to something reasonable. What is reasonable?
Your focus should not be too broad that would be a contradiction of terms. It is not possible for anyone
to comprehend, or even seriously consider, more than one-third of all possibilities. Nor should your focus be too
narrow. In this evolving economy and world of work, you may find that to have some contingency options is a good
insurance policy against unemployment, as well as mid-life crisis. You cannot evade risk, but you can avoid it by
planning and managing your career in a proactive way for the best possible outcome.

Most begin the job search process with this question: This is my education ... my experience ... my
background ... what can I do with it? What are my options? A better question will always yield a better answer.
I always answer this question with another question: What do you want to do ... ultimately? Where do you want to
end up at the culmination of your career? The most frequent answer has been, I really dont know ... Ive never
really thought about what I wanted to do ... just what I was qualified to do.
Career Planning Is the First Step in Getting Focused
Your short-term job search objectives should be
Your job search objectives should be driven by your
driven by your long-term career values and goals. And, this
long-term career values and goals.
is where most job seekers fall short. They simply do not
have enough career direction established to give definition
to the job search. The shortest distance between two points
is a straight line is as true in career planning as it is in mathematics. The problem of getting from Point A to Point
B is not as difficult as defining Point B. As soon as you can clearly see Point B, then and only then will you be
truly focused.

Ch. 4 Pg. 16

Getting Focused
Begin at the End ... and Plan Backwards
It was established in the previous chapter that
You will automatically become more proactive, and
pulling the rope toward where you want to be a
better focused, by beginning your career planning
proactive approach is unarguably easier than pushing the
process at the end of your career ... and then planning
rope from where you are a reactive approach. You will
backwards.
automatically become more proactive, and better focused,
by beginning your career planning process at the end of your
career ... and then planning backwards. It is much easier to
pull the rope toward a specific end point the ultimate end outcome of your career. The four best questions to
answer in career planning are: (1) What is your ultimate career end outcome?; (2) What obstacles are in the way?; (3)
which is the best strategic approach?; (4) what is the next step?
1. What is Your Ultimate Career End Outcome?
Which is your best of all possible worlds ultimate end outcome at the culmination of your career? Where
and how do you want your career to end? What is your ultimate career destination and direction? If you had a magic
wand, and you could do anything, without restrictions or obstacles, what would you like to be doing ultimately? If
you are like most, you are probably thinking, "I don't even know what I want to do now, let alone five, ten, twenty
or forty years from now!" However, it is actually easier to decide the end outcome than the next step. This is because
when you focus on what you want ultimately rather than what you might ... or could ... or should ... or must ...
consider right now there is a much more narrow range of options from which to choose.
2. What Obstacles Are In The Way?
Are you ready to consider which obstacles are preventing you from reaching your ultimate end outcome?
Are you over qualified ... under qualified ... too old ... too young ... lacking relevant experience ... unemployed ...
underemployed ... misemployed ... self-unemployed ... lacking sufficient or related education ... too much a generalist
... too much a specialist ... lacking confidence ... a job hopper with too many jobs ... guilty of staying in one job too
long ... below standard in earnings or slow in financial progress ... geographically restricted and cannot relocate ...
embarrassed by a work history with employment gaps ... not able to demonstrate enough leadership or major
accomplishments ... lacking promotions ... lacking good references ... burned out ... in a career that has peaked out
... in a declining industry ... with previous earnings that were too high ... ? What is keeping you from achieving your
ultimate end outcome?
3. Which Is The Best Strategic Approach?
Given the obstacles, of all the possibilities, which is the very best way to get there? Which is your best career
strategy? Which approach and plan of action should you take? Should you go back to school to complete your
undergraduate degree ... complete a post-graduate degree ... complete a certification or training program? Or should
you get more experience in management ... another functional area ... another industry? Should you reconsider
relocation ... more travel? Should you join an industry or professional membership organization to broaden your base
of network contacts ... for professional development? Should you consider branching out on your own to buy or start
a business? The answers to these, and other difficult questions, should become more obvious upon crystallization of
your career vision because things should automatically start to fall into place.
4. What Is The Next Step?
Of all the possibilities, which is your very best next step? Your job search objectives should become more
obvious upon defining your career strategy and plan of action. Should you stay with your current employer for a

Ch. 4 Pg. 17

The Job Seekers Bible - How to Create Your Dream Job and Get It
while longer but renegotiate to ... modify your current job description ... secure a raise, promotion or different position
... secure an equity position ... ? This is where most job seekers begin ... by pushing the rope from where they are.
Do not make the common mistake of the majority. Take the road less traveled.
Identifying Your Strategic and Tactical Objectives
1. What is your ultimate end outcome or career destination? Where would you like to be at the culmination of your
career?

2. What is your fantasy/dream job, the best of all possible worlds? If there were absolutely no restrictions, and you
could do anything at all, what would you do?

3. In which industries, or kinds of organizations, and functions within those organizations, do you feel your abilities,
skills and interests could be best utilized?

4. List, in order of preference, specific titles of jobs for which you feel qualified. Or, you may list responsibilities
you are qualified to assume by virtue of your education, training or experience. In answering this question, be sure
to draw upon non-vocational life experiences as well as those which are work related.

5. What title, responsibility, authority, substance, and compensation do you desire in your next job?

6. Five years from now?

7. Ten years from now?
8. Twenty years from now?

Proactive Model for Career Planning and The Job Search

Are you ready to begin the focusing process? Then let us consider a new model a different way of looking
at the world of work. In order to facilitate this, I have developed a three-dimensional career planning and job

Ch. 4 Pg. 18

Getting Focused
searching Proactive Model. This Model is our focusing and positioning tool ... used in the same way as an aiming
device. It will help you to get focused and position yourself in the job market more quickly and effectively than any
other model or method. See the Proactive Model for Career Planning and Job Search on the next page.
Job Components
The top three circles in the Model represent the three essential Job Components of career planning and job
searching. Each and every job has three components to it. First of all, there is the industry. Each job is in a distinct
working environment, or group of economic organizations or activities, called an industry. Secondly, there is the
function. Each job consists of an occupational role or niche, defined by specific skills and contributions, called a
function. And thirdly, there is the level. You function at a certain level of responsibility, authority, and income.
Since your career is the sum total of all of your jobs, your career planning should take into account these same three
job components.
1. Industry - distinct working environment or group of economic organizations or activities;
2. Function - job role or niche defined by specific skills and contributions;
3. Level - vertical niche indicating position of responsibility, authority, and income.
The focusing process is actually very similar to the process of aiming at a target, where the rifle scope serves
as the aiming device. For example, if you were to look through a scope on a rifle, you would see a pair of vertical
and horizontal cross hairs used for focusing more precisely on the target. To get a good aim at the target, you would
use the cross hairs to aim horizontally, as well as vertically, at the target. In this analogy, industry would be your
target, function would be your horizontal niche, and level would be your vertical niche.
Selection Criteria
The bottom three circles in the Model represent the three SELECTION CRITERIA employers use in selecting
employees. They also represent the criteria that you will utilize to get focused and position yourself in the job market
in targeting appropriate industries and functions at the right levels. While traditional qualifications normally
determine whether or not you will win an interview, more information will be required before a job offer can be
extended. This additional information is not revealed by your resumes and letters, which then becomes the employers
primary purpose for scheduling an interview.

Ch. 4 Pg. 19

Proactive Model

Ultimate
Outcome
Ultimate
End End
Outcome
1. What
is my
ultimate
end outcome?
1. What is my
ultimate
career
end outcome?
2. Whatare
obstacles
are me
in the
way?
2. What obstacles
preventing
from
that now?
3.
How
is
the
best
way
to
get
there?
3. Which is the best strategic approach?
4. Which
is the best next step?
4. What is the
next step?

for Career Planning and Job Search

Proactive: Pulling the Rope

Reactive: Pushing the Rope

Tangible Products
Intangible Services

Function

Level

Sales/Marketing
Finance/Administration
Operations/Production

Responsibility
Authority
Income

Attitude

Confidence 8+

Enthusiasm 8+

Core Competencies

Core Interests
Core Values

Qualifications
Experience
Education

Ch. 4 Pg. 20

Selection Criteria

Aptitude

Job Components

Industry

Getting Focused
You may be wondering what selection criteria employers use to make a hiring decision. The same criteria the
employer uses to evaluate you after you are hired is used in hiring. Employment evaluations traditionally consist of
performance and attitude. You will be hired based on that same criteria. Every prospective employer will want to
know if you can do the job, and if you really want to do it. These are the only qualifications that ultimately really
matter.
1. Qualifications - relevant experience and education;
2. Aptitude - ability to perform the required work to get desired results;
3. Attitude - real desire and willingness to perform the required work to get desired results.
Three Selection Criteria: Qualifications-Aptitude-Attitude
Qualifications
It has been widely held that the best jobs go to those with the best qualifications. This is only partly true,
because the whole concept of qualifications is changing. The truth of the matter is simply that the best jobs go to
those with the best presentation. In other words, the best sales people those perceived to have the best capabilities
based on their presentation get the best jobs, not the best qualified. Traditional qualifications consist of:
1. Experience - length of experience in a similar job;
2. Education - college degrees or other formal certification.
Today, however, experience is probably more likely to yield a duplication of the past rather than the kind of
fresh new approaches required in today's evolving economic climate. And, education does not always keep up with
the fast changing pace of business and industry. There often is not any degree or certification in the changing nature
of the functional needs and activities of todays evolving organization.
Aptitude
Aptitude refers to your ability to perform the
Your confidence has to be 8+ because you cannot get
required work to get desired results. It has already been
their level of confidence higher than your own.
established that you will be hired based on your perceived
aptitude to perform. Every prospective employer will want
to know if you can do the job. They need to be comfortable
with you to believe in you and trust you and your ability to get the work done. This means that you will need to
be able to win the confidence of potential employers.
For them to be comfortable with you, their confidence in you must be 8 or higher (8+)(on a scale of 1 to 10,
10 being the highest). To be 7 or less (7-) is just not comfortable enough. The corollary to this is that your confidence
has to be 8+ as well. This is because you cannot get their level of confidence higher than your own. Therefore, you
should target only those industries, functions and levels for which your confidence is 8+.
In considering your several competencies and areas of expertise, where do you have the greatest confidence
that will enable you to make an immediate and significant contribution to an organization? These are referred to as
core competencies.

Ch. 4 Pg. 21

The Job Seekers Bible - How to Create Your Dream Job and Get It
Attitude
Attitude refers to your motivation and real desire
Your enthusiasm has to be 8+ because you cannot
and willingness to perform the required work to get desired
get their level of enthusiasm higher than your own.
results. It has already been established that you will be
hired based on your perceived attitude. Every prospective
employer will want to know if you really want to do the job.
They need to be comfortable with you to be compatible with you and like you and your desire and willingness
to get the work done. They look for good chemistry and compatibility with your personality, values and goals. This
means that you will need to be able to win the enthusiasm of potential employers.
For them to be comfortable with you, their enthusiasm for you must be 8 or higher (8+)(on a scale of 1 to
10, 10 being the highest). To be 7 or less (7-) just is not comfortable enough. The corollary to this is that your
enthusiasm has to be 8+ as well. This is because you cannot get their level of enthusiasm higher than your own.
Therefore, you should target only those industries, functions and levels for which your enthusiasm is 8+. In
considering your several interests, what are your core interests and passions? And, what would give you the greatest
satisfaction and fulfillment, over the longest period of time? Where does your enthusiasm lie? These are referred
to as core interests.
Attitude, Interests and Values Determine Our Work Preferences
Research shows that work preferences are essentially an expression of our personality. We also know that
your personality is a composite of your attitude, interests and values:
1. Attitude - your real desire and willingness to perform the required work to get desired results;
2. Interests - desirable activities toward which attention is naturally and freely given;
3. Values - those beliefs, principles and qualities held to be of greatest importance.
Therefore, any insight into your ... personality ... attitudes ... interests ... and values ... will provide us essential
clues to help you get focused.
Holland Six Personality Types and Work Preferences
John L. Holland developed the widely used theory that both people and their preferred work environments
can be generally classified into six types, which he labeled Realistic, Investigative, Artistic, Social, Enterprising and
Conventional. The Strong Interest Inventory, published by Consulting Psychologists Press in Palo Alto, California,
assesses personality and interests based on these six types.
A brief overview of the six personality types with examples of corresponding work preferences is provided
at Appendix D, "Personality Types and Work Preferences." Included are additional descriptors to facilitate your
understanding of each type and category.
Myers-Briggs Sixteen Personality Types and Work Preferences
Based on Carl Jung's psychological types, Isabel Briggs Myers and her mother Katheryn Briggs, devised the
Myers-Briggs Type Indicator, also published by Consulting Psychologists Press. It is a psychological assessment tool
for identifying sixteen different personality types, based on preferences. The four preference scales that constitute
the assessment are: Extroversion vs. Introversion; Sensing vs. Intuition; Thinking vs. Feeling; and Judging vs.
Perceptive. The sixteen personality types are represented by four letters the first of each preference type (with the
exception of intuition which uses "N" because "I" is already used by introversion).

Ch. 4 Pg. 22

Getting Focused
Extroversion means a preference for the outer world of people and things. Introversion means a preference
for the inner world of ideas and concepts. Sensing means a preference for the tangible world of experience with the
five senses, facts and detail. Intuition means a preference for the intangible world of possibilities, relationships and
the big picture. Thinking means a preference for objective decisions based on impersonal analysis, facts and logic.
Feeling means a preference for subjective decisions based on personal values. Judging means a preference for being
well planned, decided and organized. Perceptive means a preference for being spontaneous, flexible and adaptable.
An understanding of personality types in general, and your own type in particular, can help you get better
focused in choosing a more appropriate career path. It also can help you deal with the problems and people in your
life. My observation and experience with thousands of clients is that there is a correlation between personality type,
as reported by the Myers-Briggs Type Indicator, and appropriate job function and industry suitability. The 16
personality type descriptions provide a number of ways for you to explore your own preferences and personality type.
Each of the Myers-Briggs 16 personality types is listed at Appendix D, "Personality Types and Work Preferences,"
with its descriptor and appropriate career related activities. The types are reported by the four letters that define the
four preferences.
Values and Work Preferences
It has already been stated that values are those beliefs, principles and qualities held to be of greatest
importance, and that work preferences are expressions of your values. This can be easily illustrated with the following
two examples. Let us assume that your core values are job satisfaction, location, then income, in that order. You
would then be more likely to prioritize job satisfaction ahead of income, and do what you really enjoy say teaching
school in your home town. You would find a way to manage on a lesser income. You will definitely pursue a
different job/career than if your highest core values are income, job satisfaction, then location, in that order. In this
second example, you would be willing to relocate wherever the job required you to live and work, to secure the
income and job satisfaction you value most say a Wall Street broker or analyst.
Identifying your core career values is not only one of the most important things you will ever do, it is also
one of the most difficult. Values determine your direction, goals and objectives. Do not take this lightly. You should
put forth your very best effort to identify your core career values. You can go back at anytime to reevaluate and reprioritize your core career values as circumstances dictate. Following is a sample list of career values:
List of Sample Career Values
Achievement. Feeling of accomplishment in doing a job extremely well with desirable results
Adventure. Involving danger or unknown risks; an exciting experience
Aesthetic. Make beautiful things, contribute beauty to the world
Altruism. Directly or indirectly contributing to the welfare of others
Appreciation. Knowing that your performance and contribution are valued and respected
Associates. Contact with others whom you like, respect, and with whom you get along well
Authority. Power or right to make decisions
Cause. Motivated primarily by a cause, vision or purpose, not financial reward, generally not-for-profit
Challenge. Problem solving; intellectually stimulating; arousing competitive interest or action
Commitment. Work environments where commitments and loyalties are valued and honored
Contribution. Make a significant difference or impact
Creativity. Invent new things, design new products or develop new ideas
Culture. Enlightened taste acquired by intellectual, moral or aesthetic training; distinguished from technical
Expertise. Be on the leading edge of my occupation or profession; competent at what I do
Flexibility. Adaptability and comfort with change; opportunity for unplanned, unstructured activities and interests

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The Job Seekers Bible - How to Create Your Dream Job and Get It
Fulfillment. Working for personal satisfaction and contribution more than a paycheck, achieving personal potential
Growth potential. Opportunity for progressive income, reward, or development without limitation
Income. Pays well and enables you to afford the lifestyle and other things you want
Independence. To work autonomously, as fast or slowly as you wish, with minimal outside control
Innovation. Improve effectiveness and/or efficiency of existing products, services, systems, or methods
Integrity. Work which allows you to maintain a firm adherence to a code of moral values
Job satisfaction. Working for more than a paycheck; looking forward to going to work everyday
Leadership. Position of authority, power and influence to pursue a goal or vision
Leisure time. Time away from work to enjoy family, other interests, and the fruits of your labors
Location. Limited, strong geographical preferences
Management. Permits you to plan and lay out work for others, and supervising their work
Organized. Structured work environment that is orderly and neat, and allows you to be likewise
Out-of-Doors. Work that allows you to be out-of-doors much of the time
Peace of mind. Freedom from stress, conflict, disorder, oppression, hostility, discord
Prestige. Gives you standing or high status in the eyes of others and evokes respect
Proactive. Anticipating and controlling your outcome or destination; self-determination
Quality. Superiority and distinction in kind of product or service represented
Recognition. Special attention or reward for your achievements
Respect. Knowing that you and your contributions are held in high regard and esteem
Responsibility. Accountability, reliability, trustworthiness
Security. Provides you with the certainty of having a job even in hard times
Self-employed. Earning income from your own business, trade or profession; not salaried
Stability. A steady job with a steady and dependable paycheck without unexpected fluctuations
Structure. A very organized work environment with rules, policies, procedures, quotas, reports, strict supervision
Surroundings. Pleasant conditions not too hot or too cold, noisy, dirty, etc.
Travel. Opportunity to visit places unknown and unfamiliar; regularly visit places away from home
Variety. Provides an opportunity to do different types of tasks or work, or in different settings
Six Qualifying Questions
To qualify you, there are six things that all
To qualify you, there are six things that
employers will need to know about you. By asking six
all employers will need to know about you.
simple questions, an employer can determine whether or not
a candidate qualifies. In fact, everything the employer
will need to know about you can be learned from these six
questions ... conveniently summarized below by six key words:
1. Motive - Why are you in the job market?
2. Interest - Why are you interested in our company and this position?
3. Bottom line - What can we expect from you; your contribution to our bottom line?
4. Expertise - How good are you, and how long will you require to get results?
5. Afford - Can we afford you?
6. Risk - How can we be sure that you are, and can do, what you say?
See Chapter 21, The Interview Winning Confidence and Enthusiasm, for more detailed information on
what employers look for, and how to prepare for the meeting.
Three Job Components: Industry-Function-Level

Ch. 4 Pg. 24

Getting Focused
Industry
Industry refers to a distinct working environment, or group of economic organizations or activities. Employer
organizations are classified into industry categories by the distinct type of activity in which they are engaged.
Industry options refers to all of the different kinds of employers or work environments in which you could work.
Target industry refers to the specific industry toward which you are focusing your career ... or positioning yourself
in the job market.
Of the three job components, industry is normally
Industry is to your career ... what neighbormost important, and therefore should get first consideration.
hood is to your home.
However, most job seekers completely ignore industry in
career planning and job search preparation. They usually
feel they can work anywhere that it does not matter in
what kind of organization they work. However, if they were buying a home, which do you think would get first
consideration, the home ... or the neighborhood? Chances are very good that they would select a desirable
neighborhood first, then select a desirable home within that neighborhood. Which would be your choice? Can you
see the analogy here? Industry is your working "neighborhood." Industry is to your career what neighborhood is to
your home.
Identify Your Target Industries
All employer organizations are classified into categories. This system is commonly known as the Standard
Industry Classification (SIC) System, or more recently, the North American Industry Classification System (NAICS).
A code number has been assigned to every business organization delineating their primary business activities.
Following is a list of major industry categories. The comprehensive industry list and worksheets are found in the
Industry Options Menu, at Appendix E.
Core Industries
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

Agriculture (crops, livestock), Forestry, Fishing, Wildlife

Mining
Construction
Manufacturing
Transportation (air, land, water), Communications (telephone, telegraph, radio, TV), Utilities (electric,
gas, sanitation)
Wholesale Trade
Retail Trade
Finance (banking, credit agencies, securities, commodities), Insurance, Real Estate
Services (personal, business, repair)
Public Sector (federal, state, local government)

To begin the focusing process, you should select your target industries, long and short-term. You may even
need to identify several interim target industries as a transition between long and short-term. Selection based on high
confidence and enthusiasm will indicate the types of industries most appropriate for you. Target industries are defined
as those Industries identified by SIC Codes where both confidence AND enthusiasm are high, 8+.
Job Search Target Industries
First, identify your job search core target industries. Next, identify your major target industries from the
"Menu." For example, if you were to choose manufacturing as your core industry, three possible major target

Ch. 4 Pg. 25

The Job Seekers Bible - How to Create Your Dream Job and Get It
industries might include: food and kindred products, paper and allied products, and chemicals and allied
products. If you have more than one, list all of them in the Target Industries Worksheet in the Industry Options
Menu at Appendix E.
Next, you should list your minor target industries from the "Menu." Using the example above, if you were
to choose food and kindred products, then three possible minor target industries might include: meat packing
plants, sausages and other prepared meats, poultry slaughtering and processing, and ice cream and frozen
desserts. Using the above example, this is how your list might look:
Job Search Target Industries
CORE INDUSTRY
Manufacturing
MAJOR INDUSTRY
Food and Kindred Products
MINOR INDUSTRY
Meat packing plants
Sausages and other Prepared Meats
Poultry Slaughtering and Processing
Ice Cream and Frozen Desserts
Function
FUNCTION refers to an occupational role or niche defined by specific skills and contributions what kind
of work you perform. It is your horizontal career/job niche. Virtually every organization chart, regardless of the
industry category, can identify three distinct basic functional areas based on the bottom line contribution of each.
Core Functions
This first level of these three distinct functions will be referred to as core functions. At a second level, the
three core functions can be further subdivided into at least 13 related major functions. And, at a third level, these
thirteen major functions can be further subdivided into at least 100 related minor functions. See the Functional
Organization Chart" for a more detailed illustration of all three levels: core functions, as well as the major and minor
functions. The three core functions are:
Sales/Marketing
Sales/Marketing is responsible for increasing revenues by developing and promoting more and better
products, and generating more external customers. This core function includes the major functions of Sales,
Marketing, and Advertising, plus several related minor functions.
Finance/Administration
Finance/Administration is responsible for decreasing or controlling costs by providing more cost effective
support services to its internal customers. This core function includes the major functions of Accounting, Finance,
MIS, Legal, Human Resources, and Public Relations, plus several related minor functions.
Operations/Production

Ch. 4 Pg. 26

Getting Focused
Operations/Production is responsible for increasing productivity by producing or providing more and better
products and/or services that are sold to external customers. This core function includes the major functions of
Operations, Materials Management, Distribution, Research and Development, plus several related minor functions.
Identify Your Functional Strengths
The next step in getting focused will be to identify your functional strengths in terms of core functions. You
recall that the three core functions are: (1) sales/marketing, (2) finance/administration, and (3) operations/production.
Selection should be based on high confidence and enthusiasm. Core function is defined as that core function for
which both confidence AND enthusiasm are high, 8+. Once you have identified your core functions, list each at the
top of a separate sheet of paper marked CORE FUNCTION. If you have only one core function, just list that one.
Next, list your major functional strengths from the second level in the Functional Organization Chart,
Appendix F. For example, if you were to choose sales/marketing as your core function, three possible major
functional strengths might include: sales, marketing, and advertising. If you have only one major functional
strength, just list the one. If you have more than one, list all of them across the page just below your core function.
Again, selection should be based on high confidence and enthusiasm.
Next, list your minor functional strengths from the third level in the Functional Organization Chart,
Appendix F. For example, if you were to choose sales as your major function, some of the possible minor
functional strengths might include: inside sales, outside sales, regional sales, national sales, production
coordination, business development, customer relations, fund raising, and recruiting. If you have only one
minor functional strength, just list the one. If you have more than one, list all of them across the page just below your
major function. Again, selection should be based on high confidence and enthusiasm.
Finally, below each minor functional strength you have identified, list all of the bottom line contributions,
direct or indirect, which this strength would enable you to make for virtually any organization. In considering your
several competencies and areas of expertise, in which do you have the greatest confidence and will enable you to make
an immediate and significant contribution to an organization? These are referred to as core competencies. Of course,
not every organization will need help in every category, but that is not important at this stage. It is important,
however, that you begin to think in terms of those areas of concern where an employer can use help, rather than
thinking merely in terms of your strengths. Empathy for the employer is proactive. Focusing solely on your strengths
is reactive. Below are a few examples to help you develop your own list.
Functional Strengths and Core Competencies
Accounting/Finance
Identify unit costs
Set up control systems
Improve cash flow
Improve forecasting accuracy
Plan capital expenditures
Determine optimum pricing
Perform feasibility analyses
Raise new capital or debt
Improve tax planning
Improve cash management
Set up sales incentive systems
Work out compensation programs

Stimulate cost-cutting changes in operations

Negotiate acquisitions and divestitures
Sales/Marketing
Increase sales in existing markets
Stimulate development of new products
Identify new markets for existing products
Introduce existing products into new markets
Identify new markets for new products
Introduce new products into new markets
Introduce new products into existing markets
Spearhead international expansion
Identify markets from which to withdraw
Improve communications with R&D

Ch. 4 Pg. 27

The Job Seekers Bible - How to Create Your Dream Job and Get It
Direct market research
Guide product development
Help determine corporate growth direction
Identify new applications for existing products
Improve coordination between sales and production
Build a dealer/distributor network
Improve content and quality of support materials
Increase productivity of the sales/marketing
organization
Improve customer service and satisfaction
Communications/Public Relations/Advertising/
Promotion
Write speeches
Create brochures
Create slide presentations
Direct advertising
Start/improve an internal newsletter
Make reports and customer literature more readable
Conduct seminars and training programs
Write product news releases
Participate in community affairs
Draft corporate position statements

Create effective promotional materials

Stimulate better departmental communication
Manufacturing/Operations/Production
Start up a new production line
Start up a new plant
Increase operating efficiency
Reduce overhead
Suggest product changes for less costly production
Stimulate better cooperation with engineering
Implement new systems for increased productivity
Implement new systems for increased quality control
Equipment specification
Control production of outside vendors
Change procedures to meet OSHA requirements
Deal effectively with unions
Coordinate more closely with distribution
Improve communications with sales
Develop new processes to improve reliability
Shut down or consolidate unprofitable operations
Streamline the operations organization

Below is an example of how your list might look:

Job Search Functional Strengths
CORE FUNCTION
Sales/Marketing
MAJOR FUNCTION
Sales
MINOR FUNCTION
Inside Sales
Outside Sales
Regional Sales
National Sales
Production Coordination
Business Development
Customer Relations
Fund Raising
Recruiting
Level
The third job component is LEVEL, which refers to your vertical position of income, responsibility, and
authority. It is your vertical job niche. Examples include entry level, middle management and top management.

Ch. 4 Pg. 28

Getting Focused
Option-Value Decision Making Matrix
To facilitate the focusing process, an example of an option-value decision making matrix is provided. Defined
career options are listed on the left vertical axis, and core career/job values are listed on the horizontal axis at the top
(ranked by importance to you, highest to lowest, from left to right). A numerical factor or score is assigned at the
intersection of each option and value (on a scale of 1-5, 5 being the highest). This score represents the potential for
that specific core career value to be realized with that particular option. For example, since real estate has high
income potential, then a value of "5" is assigned to indicate the high potential for realizing that core career value
expectation in real estate. To demonstrate how the matrix works, some examples are provided:
Option-Value Decision Making Matrix
Core Values
Satisfaction

Location

Income

Security

Achievement

Independence

Total

Counselor

27

Real Estate

25

Teacher

23

Politician

22

Programmer

20

Banking

20

Retail Sales

17

IRS Agent

12

Career
Options

It would be too simplistic to suggest that the highest score automatically determines your best option
to pursue. This is because some core values are more important than others. So, in the example above,
perhaps Counselor would rank higher than Real Estate because of the lack of security in Real Estate. The
choice between Politician and Programmer, in the example above, may be difficult because of the
conflicting choice between job satisfaction and security.
Do You Need Help Getting Focused?
Several questionnaires, inventories, exercises and menus are provided in the Appendices. Each will
assist you in systematically taking a complete personal inventory, getting focused, positioning yourself in
the job market, then recording all of your personal data and qualifications criteria.
Record your career liabilities, references and employment record at Appendix A, "Personal Data."
You can inventory your functional skills at Appendix B, Functional Skills Identification Menu," and your
core competencies and interests at Appendix C, Core Competencies and Interests. A brief overview of

Ch. 4 Pg. 29

The Job Seekers Bible - How to Create Your Dream Job and Get It
the six personality types with examples of corresponding work preferences is provided at Appendix D,
"Personality Types and Work Preferences." For a complete listing of all industry categories and options,
see Industry Options Menu" at Appendix E. Appendix G, "Career Options Menu," is a comprehensive
listing of career/occupational options. Appendix H, "Geographical Preference Menu," is a comprehensive
listing of major U.S. cities for selecting your geographical preferences.
Focusing on a Cause
Often we can be motivated by a cause. Causes can be a very exciting and rewarding if pursued in
harmony with our core values. Following is a sample list of causes that may help you get focused.
Sample Causes
Aesthetics
Arts/Culture
Bankruptcy
Child Abuse
Crime
Culture/Arts
Curing/Healing
Dating
Divorce
Drug Abuse
Economic Development
Emotional Well-Being
Employment

Entertainment
Equal Opportunity
Ethics
Finances
Gangs
Happiness
Healing/Curing
Health
Homeless
Hope
Housing
Intellectual Well-Being
Job Satisfaction

Leisure Time
Marriage
Native American Indian
Natural Disasters
Parenting
Peace of Mind
Physical Fitness
Politics
Prosperity
Protection/Security
Quality of Life
Recreation
Relationships

Religion/Spirituality
Science
Security/Protection
Self-actualization
Self-employment
Self-reliance
Spirituality/Religion
Spouse Abuse
Standardization
Taxes
Values
Womens/Childrens
Shelters

Generic Organizations with a Cause

Advertising Firms
Consulting Firms
Education
Government Agencies
Governors Task Force
Health Care

Homeless Shelter
Law Firms
Mayors Task Force
Museums and Galleries
Non-Profit Corporations
Political Parties

Ch. 4 Pg. 30

Private Trusts
Private Foundations
Public Radio/TV
Public Relations Firms
Religious Organizations
Social Services

Getting Focused
Sample Organizations with a Cause
Ballet
Better Business Bureau
Chamber of Commerce
Childrens Miracle Network
Economic Development

Forever Young Foundation

Kiwanis
Make-A-Wish Foundation
Opera
Rotary International

Symphony
Theater
Travel and Convention Bureau
United Way
University/College

Networking Informational Interviews

Several job seekers have found that brainstorming with friends and acquaintances (see Chapter 14,
The Power of Networking) has proved very helpful in getting focused. Keep in mind that you are not yet
in a job search. Your objective at this point is only to get ideas and explore possibilities you had not perhaps
considered before. Make at least 10 to 20 contacts in this effort. Lunch meetings, casual evening chat
sessions, or even telephone conversations will serve you well to explore all about their jobs, careers, and
businesses, and their product or service offerings. Following is a checklist to guide you in getting all the
valuable information you will need:
Informational Interview Checklist
1. What industry are you in now? For how long? Previously?
2. What is your functional role? For how long? Previously?
3. What is your level of responsibility and authority? For how long? Previously?
4. How did you come to end up in this industry/position? What was your motivation and strategy?
5. On a scale of 1-10, how would you rate your job satisfaction now? Previously?
6. What do you like most about your job? Least?
7. Tell me about your products/services. Who are your customers/clients? Who are your vendors?
8. What is your market share? Who are your competitors? Their market share?
9. What are the greatest opportunities for this industry?
10. What are the greatest challenges/problems/concerns facing this industry?
11. If you were to change jobs, what would cause you to leave? What would you do?
Reviewing Newspaper Classified Ads and Professional Publications
You should find great stimulation in perusing newspaper classified ads and professional publications
for concrete ideas about new possibilities. You should look at the business opportunities for sale as well
as the help wanted sections. And, do not ignore the business display promotional ads. Focusing is often
a process of elimination of possibilities. These sources should be utilized as additional focusing tools
menus of possibilities in much the same way that you would review the menu at a restaurant before
making a selection. See Chapter 15, Identifying Imminent Job Opportunities.
Professional Help Career Counseling
Personality inventories can help you to get rid of the cobwebs. My personal favorite is the MeyersBriggs Type Indicator, based on personality typology. There are several additional good assessments

Ch. 4 Pg. 31

The Job Seekers Bible - How to Create Your Dream Job and Get It
available. You may wish to consult a professional for personality testing administration and evaluation,
someone who can provide additional assistance in determining your interests and direction. A competent
career counselor or career consultant can help you figure out what you "want to be when you grow up."
Also, your local college placement office, counseling center or educational opportunity center can be great
resources for personality testing and evaluation, as well as career counseling.

Ch. 4 Pg. 32

Chapter 5
Positioning Yourself in the Job Market

David Ogilvy is a noted advertising guru, founder

The correct positioning of your product in the market
of the prestigious world class advertising agency Ogilvy and
place is the single most important aspect of
Mather, and author of two books: Confessions of an
marketing.
Advertising Man and Ogilvy on Advertising. He made a list
of 32 things he learned during his advertising career. Of all
the items listed, he said the most important is the correct
positioning of your product in the market place. He claims that results are based not so much on ad copy, but how
the product is positioned.
While focusing is an ongoing process with a long-term perspective, positioning is short-term. Therefore, the
second step in the job search is to position yourself appropriately in the job market, which consists of synthesizing
the three job components of industry, function and level into your job search. You simply cannot draft effective
resumes and letters ... or be successful generating sufficient interviews ... or be very convincing during the interview
... unless you first get focused on your ultimate end outcome ... and then positioned in the job market with a welldefined positioning statement
The Positioning Statement
The positioning statement is the precise niche language of the target industry used to describe the titles of
the functional areas and level of income, responsibility, and authority for which you are best suited. And the language
terminology must "speak to" the decision makers in your target industries. For example, in advertising, SALES
REPRESENTATIVE would be inappropriate, because the language of the advertising industry for sales is ACCOUNT
EXECUTIVE.
Since your positioning statement will be used in all communications, it should also paint an accurate and
concise mental picture of your job search objectives. And, it must be consistent and complementary with your
background and ultimate end outcome. In short, an effective positioning statement will help you win the attention
of prospective employers, and win more interviews and job offers.
Incorporating the Positioning Statement into the Resume
The positioning statement for the resume should be short normally not less than two words, and not more
than five and consist of a functional title rather than a job title. This is because there is more likely to be opportunity
within a functional area of several positions, than an opening for one specific position. See Chapter 7, Writing a
Winning Resume.
For example, positioning yourself as a CONTROLLER would be too narrow, because the odds that an
opening might exist for a controller would be less than an opportunity in ACCOUNTING MANAGEMENT. There
would be more opportunities in the functional area than an open controller position. Accounting Management would

Ch. 5 Pg. 33

The Job Seekers Bible - How to Create Your Dream Job and Get It
include Assistant Controller, Accounting Manager, Audit Manager, Credit Manager, Budget Manager, Plant
Controller, Director of Tax, Collections Manager, and Payroll Manager, all of which may very well be acceptable
entries into the organization. ACCOUNTING/FINANCIAL MANAGEMENT might be even more appropriate if you
need to be more inclusive.
Incorporating the Positioning Statement Into a Letter
If the positioning statement for the resume were CUSTOMER SERVICE MANAGEMENT, then the
positioning statement for the letter of introduction might be: I would like to increase your customer satisfaction with
corresponding increased revenues and profits. The complete letter of introduction might read as follows:
The XYZ Company has been of interest to me for some time now. You enjoy an enviable
leadership position in the automobile industry, and I am aware of your significant growth potential.
Allow me to introduce myself. My name is Paul Jensen, and I am the one responsible for the
successful increase of customer satisfaction at Lexus, to the extent that we even set a new standard
of excellence in customer satisfaction. I have been consistently successful at increasing customer
satisfaction with corresponding increased revenues and profits within six months.
Unless I miss my guess, you would be interested in increasing your customer satisfaction. I
would like to increase your customer satisfaction with corresponding increased revenues and profits
within six months. Results guaranteed! I will call you in a few days to discuss your interests as a
preliminary to a personal meeting. I look forward to speaking with you soon.
Incorporating the Positioning Statement into a Dialogue
To qualify you, there are six things that all employers will need to know about you. The six qualifiers are
re-introduced here from the previous chapter. You should prepare in advance, and be able to present on a moments
notice, a brief positioning statement that answers the first four of the six questions without anyone asking.
1.
2.
3.
4.

MOTIVE - Why are you in the job market?

INTEREST - Why are you interested in our company and this position?
CONTRIBUTION - What can we expect from you; your contribution to our bottom line?
EXPERTISE - How good are you, and how long will you require to get results?

Following is an example of a proactive approach rather than a reactive approach. Remember, it is always
better to go toward the carrot than go away from the stick. When an employer wants to know why you are
leaving, he expects to hear negative things that are motivating you to leave. Never be tempted to be negative, because
you will gain nothing ... not even sympathy. You will be far more credible and attractive knowing that you are going
toward your ultimate end outcome, than focusing on what you are leaving that is negative.
Recently, I decided it would be very beneficial to my career to reevaluate my goals and
objectives. In the process, I have redefined my core values, core competencies, and core interests.
And, I have decided that where I want to ultimately end up at the culmination of my career ... is in
the automobile industry ... either in manufacturing ... or with a large dealership group ... in charge
of customer satisfaction. I am not terribly unhappy with my present job ... but I know I am ready for
a new challenge ... and opportunity to contribute more ... in the right situation.
XYZ Company enjoys an enviable leadership position in the automobile industry, and I am aware
of your significant growth potential. Im the one responsible for the successful increase of customer

Ch. 5 Pg. 34

Positioning Yourself in the Job Market

satisfaction at Lexus ... to the extent that we even set a new standard of excellence in customer
satisfaction. I have been consistently successful at increasing customer satisfaction with
corresponding increased revenues and profits.
I would like to increase your customer satisfaction with corresponding increased revenues and
profits within six months. Results guaranteed! If I could do that, would you be interested in
increasing your customer satisfaction? By how much? How soon?
Did all four of the above qualifying questions get answered?
Repositioning into a Different Industry or Function
It is normally easier to change industries transferring your existing functional skills into another industry
than to change functions. A functional change would require quite a different set of functional skills, as well as
different duties and responsibilities, with a longer learning curve. Changing both industries and functions
simultaneously would be the most difficult scenario of the three possibilities.
An example of an industry change would be to go from retail into manufacturing, but remain in the same
functional area, such as sales ... or accounting. An example of a functional change would be to go from sales into cost
accounting, but remain in the same industry, such as retail ... or manufacturing. An example of changing both
industries and functions simultaneously, would be to go from retail sales into manufacturing, while switching from
sales into cost accounting.
For example, if you were a manager in a food distribution organization, there are a number of different
possible options. With a background in distribution, any distribution organization might be appropriate, regardless
of the product, as long as both your confidence and enthusiasm are 8+. Examples might include manufacturing,
wholesale, retail, and transportation industries. You also have a food-oriented background, so your confidence and
enthusiasm may be high toward food manufacturing, wholesale food brokers, retail grocers, and other food related
industries.
On the other hand, your confidence and enthusiasm may be higher for data processing and information
systems. If so, you might target similar organizations that would require talents of that nature. Or, your confidence
and enthusiasm may be higher for a service organization, where you can direct and coordinate the activities of many
people. This in turn might suggest still other types of organizations such as restaurants, hotels, convention centers,
hospitals, educational institutions, airlines, and so forth.
You may even conclude that customer contact and sales-related activities have always been most enjoyable
for you. In this case, your enthusiasm might be very high, but confidence a bit lower. An entirely different set of
target industries might allow you a learning curve with a base salary plus commission.
Examples of Repositioning into a Different Industry or Function
A data processing manager, who had been in that field for 20 years, decided that he liked solving user
problems more than any other aspect of his job. This indicated that he might be very happy in sales. He took a job
with a major supplier of data processing equipment and has been quite happy and successful as a salesman.
Sometimes passions for leisure pursuits suggest new industry options. A young executive in a large insurance
organization, who had an outstanding record in motivating others, had always wanted to run a marina because he
loved sailing. During the course of his job search, he received an offer from the owner of a large marina to become
its general manager.

Ch. 5 Pg. 35

The Job Seekers Bible - How to Create Your Dream Job and Get It
An attorney with a previous background as a professional rodeo cowboy decided to relocate into an area
saturated with attorneys. Starting up a new law practice would be extremely difficult. His dream job was owning
a ranch. Specializing in agriculture and livestock law was a logical synthesis of his passion for ranching, horses,
livestock and the rodeo on the one hand, and his most recent experience practicing law on the other. Following is a
menu of positioning options that will help you position yourself in the job market.
Positioning Options Menu
General Management
Positions with a strong General Management orientation: Chairman of the Board, President, Chief Executive
Officer, Chief Operating Officer, Managing Director, Executive V.P., General Manager, V.P. Operations, Publisher,
Motion Picture Producer, Management Consultant.
Sales/Marketing
Sales - Inside Salesman, Outside Salesman, Account Executive, Account Representative, National Accounts
Representative, Manufacturers Representative, Account Manager, Registered Representative, Sales Engineer,
Sales/Territory Representative, Agent/Broker, Business Development Officer, Customer Service/Relations
Representative, Fund Raising Officer.
Sales Management/Administration - V.P. and Director-level positions, National Sales Manager,
Regional/Territory Sales Manager, District Sales Manager, Area Sales Manager, Department Sales Manager, Sales
Manager, Telemarketing Manager, Sales Administrator, Business Development Manager, Customer Service/Relations
Manager, Production Coordinator, Recruiting/Training Officer.
Marketing - Strategic Planner, Market and Sales Forecaster, Plant/Branch Location Specialist, Market
Researcher, Market Analyst, Marketing Specialist, Sales Analyst, Marketing Coordinator, Product Planner, New
Product Developer, Product Marketing Engineer, Art Director, Consumer Analyst, Copywriter, Media Director.
Marketing Management - Senior V.P./V.P. of Marketing, Director of Marketing, Marketing Manager,
Merchandising Manager, Market Development Manager, Product Manager, Brand Manager, Market Research
Manager, Marketing Administrator, Corporate Strategic Planning Manager, Director Long-Range Planning.
Advertising/Promotion - Art Director, Copywriter, Advertising Account Executive, Media Director, Sales
Promotion Specialist, Merchandiser.
Advertising/Promotion Management - Advertising Director, Manager of Trade Promotion, Creative
Director, Sales Promotion Manager, Merchandising Manager.
Finance/Administration
Accounting in Non-Financial Institutions - Staff Accountant, Senior Accountant, Senior Revenue
Accountant, Auditor, Cost Accountant, Tax Accountant, Budget Officer, Payroll Accountant, Collections Officer,
Credit Analyst.
Accounting Management in Non-Financial Institutions - Controller, Assistant Controller, Accounting
Manager, Audit Manager, Credit Manager, Budget Manager, Plant Controller, Director of Tax, Collections Manager,
Payroll Manager.

Ch. 5 Pg. 36

Positioning Yourself in the Job Market

Finance in Non-Financial Institutions - Economist, Financial Planner, Financial Analyst, Capital Investment
Officer, Risk Management Officer, Fund Raiser, Capital Acquisition Officer, Investor Relations Officer, Acquisitions
Officer.
Financial Management in Non-Financial Institutions - Chief Financial Officer, Chief Economist,
Treasurer.
MIS Producers - Systems Analyst, Senior Programmer, Systems Designer, Software Engineer, EDP
Supervisor, Telecommunications Specialist, Digital Design Engineer, DP Service Technician.
MIS Management - DP Manager, Manager of MIS, V.P. Information, Manager EDP, DP Project Manager,
Technical Director, Data Security Manager, Programming Manager, Software Manager, Director Systems Development.
Legal - General Counsel, Associate Counsel, Staff Attorney, Contracts Attorney, Tax Attorney, Litigation
Attorney, Oil & Gas Attorney, Patent Attorney, Copyright Attorney, Real Estate Attorney, EEO Counsel, Legal
Director, Trust Attorney, Securities Attorney, Collections Attorney, Legal Office Manager.
Human Resources & Related - V.P., Director, Managerial and Professional positions: Benefits
Analyst/Manager, Compensation Analyst/Manager, Staffing Analyst/Manager, Personnel Administrator, Industrial
Psychologist, Trainer/Training Manager, Recruiter/Recruiting Manager, Labor/Employee Relations Officer/Manager,
Grievances Officer, Employee Assistance Officer, Industrial Relations Officer, Recruiter, Executive Search
Consultant, Employment Agent, Outplacement Consultant, Career Consultant.
Public Relations - Stockholder Relations Officer, Public Relations Manager, Public Affairs Director, Media
Coordinator, Copywriter, Speech Writer, Corporate Communications Manager, Public Opinion Surveyor, Government
Relations Analyst, Environmental Affairs Officer, Lobbyist, Regulatory Affairs Manager.
Operations/Production
Operations/Production/Manufacturing/Plant Engineering - Production Planner, Production Control
Technician, Production Coordinator, Plant Engineer, Industrial Engineer, Design Engineer, Maintenance Engineer,
Repair Technician, Standards Engineer, Scheduling Technician, Testing Engineer, Quality Control Technician, Chief
Inspector, Project/Product Engineer, Electrical Engineer, Mechanical Engineer, Metallurgist, Metallurgical Engineer,
Design Engineer, Applications Engineer, Chemical Engineer.
Operations/Production/Manufacturing Management - V.P., Director, Assistant V.P. and Managers of
Manufacturing, Plant Manager, Production Controller, Operations Manager, Manufacturing Manager, Production
Supervisor, Production Manager, Industrial Technology Manager, Process Control Supervisor, Plant Section Manager,
Director of Quality Control, Quality Assurance Manager, V.P. Engineering, Director of Engineering, Engineering
Program Manager, Product Engineering Manager, Test Engineering Manager, Manager of Design Engineering.
Materials Management - Purchasing Agent, Procurement Manager, Buyer, Disposal Technician, Inventory
Controller, Materials Manager/Planner, Warehousing Manager, Facilities Management.
Distribution - Logistician, Distribution Manager, Transportation Manager, Traffic Manager, Safety Manager,
Maintenance Manager, Claims Officer, Shipping/Receiving Technician, Security Manager.
Research & Development/Scientific/Technical - Management and non-management positions in the
sciences and technical disciplines: Director of R&D, Research Chemist, Research Associate, Member Technical Staff,

Ch. 5 Pg. 37

The Job Seekers Bible - How to Create Your Dream Job and Get It
Principal Scientist, Biochemist, Oceanographer, Life Scientist, Astronomer, Soil Scientist, Manager Advanced
Technology, Laser Scientist, Spectroscopist, Geophysicist, Experimental Development Technician/Engineer, Product
Development Technician/Engineer, Pure Research Technician/Engineer, Applied Research Technician/Engineer.
Financial Institutions
Banking, Insurance, Credit Companies, Securities, Real Estate - V.P. Trust, Loan Officer, Financial
Systems Manager, Investment Manager, V.P. Banking Operations, Director Actuarial Services, Economist, Claims
Manager, Funds Manager, Real Estate Acquisition Manager, Chief Underwriter, V.P. Commercial Property
Management, Investment Officer, Treasurer.
Construction/Civil Engineering/Architecture
V.P./Director of Civil Engineering, Construction Project Manager/Superintendent, V.P. Construction, Senior
Architect, Construction Site Manager, Civil Engineer, Consulting Engineer, Environmental Engineer, Oil Field
Engineer, Drilling Engineer, Geotechnical Engineer, Petroleum Engineer, Mine Superintendent, Geologist,
Hydrologist.
Health Care
Clinical and Administrative positions relating to the Medical/Health Care profession or with medical
institutions: Physician, Health Care Administrator, Director of Nursing, Hospital Administrator, Clinical Director,
Director of Patient Services, Senior Health Planner, Director of Cardiology, Physical Therapist, Speech Pathologist,
Optometrist, Chiropractor.
Education
Academic positions with educational institutions: University President, Chancellor, Provost, Dean,
Department Chairman, Director of Development, Director of Admissions, Librarian, Professor, Athletic Coach,
Superintendent, Principal/Assistant Principal.
Government and Non-Profit Organizations
Positions in city, county, state and federal government, and positions with non-profit organizations such as
trade associations, charitable institutions, museums, libraries and social service organizations: Public Works Director,
Public Program Director, City Manager, Chief of Police/Fire, Trade Association Director, Curator, Library Director,
Director Welfare Administration.
International
International Marketing Director, International Finance Director, Contract Administrator, International Traffic
Manager, International Sales Director, International Banking Manager.

Ch. 5 Pg. 38

PART III
WINNING MORE INTERVIEWS

Chapter 6
Developing a Presentation Strategy
After having focused on a well-defined end outcome, and positioned yourself correctly in the job market, you
are ready to develop your presentation. And, the first step in the development of an effective presentation is to
develop an overall presentation strategy.
What Is a Presentation Strategy?
A presentation strategy is simply a preplanned approach designed to win the confidence and enthusiasm of
the employer. The role of a presentation strategy in a job search is the same as in a political campaign. You begin
by anticipating questions and concerns beforehand, enabling you to convincingly describe your appropriate qualifications, aptitude and attitude. To put your best foot forward, you must optimize your assets and diminish your
liabilities. Preparation will enable you to answer difficult questions with greater confidence and enthusiasm.
Remember, employers tend to evaluate you initially on the basis of your education and experience your
qualifications and then on the basis of your aptitude and attitude. Do not rely on your qualifications to do the selling
for you. You will be hired for your potential contributions, not your past experiences. The foundation of your
presentation strategy should be the six qualifying questions introduced in Chapter 4, Getting Focused, repeated here
for your convenience.
Six Qualifying Questions
To qualify you, there are six things that all
To qualify you, there are six things that all
employers will need to know about you. By asking six
employers will need to know about you.
simple questions, an employer can determine whether or not
a candidate qualifies. In fact, everything the employer
will need to know about you can be learned from these six
questions ... conveniently summarized below by six key words:
1. Motive - Why are you in the job market?
2. Interest - Why are you interested in our company and this position?
3. Bottom line - What can we expect from you; your contribution to our bottom line?
4. Expertise - How good are you, and how long will you require to get results?
5. Afford - Can we afford you?
6. Risk - How can we be sure that you are, and can do, what you say?
See Chapter 21, The Interview Winning Confidence and Enthusiasm, for more detailed information on
what employers look for, and how to prepare for the meeting.
It will pay you to take the time to identify every strength, anticipate every question, and formulate a strategy
to guide your resume and letter preparation, as well as responses to difficult questions. When you know precisely
what you have to offer, and how you want to present yourself, you can come across with superior effectiveness in
resumes as well as interviews.

Ch. 6 Pg. 40

Developing a Presentation Strategy

Key Personal Descriptors
What sets you apart from your competition? Most
I have almost ten years of experience in sales and
job seekers, when faced with the need to sell themselves,
marketing management. I believe that would qualify
sell themselves short. If you understate your qualifications
me to do the job.
simply talk in general terms about your past experience,
responsibilities, job titles, or job descriptions then you are
under-selling yourself. Since many other applicants are
likely to have parallel backgrounds and express themselves similarly, this can make you appear quite average.
On the other hand, some job seekers over-sell
themselves. If you are cocky, brag, excessively name drop,
"Ive done it all. There isn't any job I can't handle!
talk too much, exaggerate your abilities, or overstate your
qualifications, then you are over-selling yourself. This not
only makes you a most undesirable candidate, it is a common just cause for termination.
Both under-selling and over-selling yourself can cost you the job. However, you can avoid these common
errors if you will take the time to carefully review your experience and select key words and phrases which
particularly describe you. You can develop a list of key personal descriptors from two sources: (1) positive personal
characteristics, and (2) your past accomplishments.
Descriptors from Positive Personal Characteristics
You should select a number of characteristics which
are particularly descriptive of your attitude, core values,
character, and personality. This is overlooked by most job
seekers, but if done properly, can actually give you a
tremendous competitive edge. The most effective way to
present these is by way of a third party comment. This is
because what others have to say about you is much more
credible than what you think and say about yourself,
especially if the third party is a previous employer. As a
source, consider using third party comments from letters of
recommendation, evaluations, awards, special recognition,
and even conversations. An excellent way to present these
personal characteristics is in the Qualifications Summary of
your resume. See Chapter 7, Writing a Winning Resume,
for additional information.
Descriptors From Past Accomplishments

" ... possesses the valued ability to analyze situations

rapidly and act decisively, always with desirable
results ... confident, energetic and enthusiastic ...
able to motivate and inspire others to realize they
can do things they didn't think they could ... stable,
analytical, and persistent ... works well under
pressure ...."

Started up four new branch offices under tight time

pressures and budgets.
Increased customer satisfaction and subsequent
sales by 15% within 6 months.
Decreased employee turnover by 8% and increased
productivity by 17% within one year of
implementation.
Reduced escalating overhead within three months
by more than 30%.

As you begin to review your past accomplishments,

consider: (1) those circumstances and events in your life and
work experiences that were the most difficult problems you
encountered, which stretched your abilities and challenged
you to the utmost; and (2) those accomplishments and achievements of which you are most proud. The most effective
way to present these is by way of bullets and bolded action verbs in the past tense. Following are some questions to
help you get started in identifying and quantifying your accomplishments.
Starter Questions to Help Quantify Your Accomplishments

Ch. 6 Pg. 41

The Job Seekers Bible - How to Create Your Dream Job and Get It
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.

Did you increase sales? By how much over what period of time? Problem? Results?
Did you save money? By how much over what period of time? Problem? Results?
Did you increase productivity? By how much over what period of time? Problem? Results?
Did you institute a new system, policy or procedure? Problem? Results?
Did you identify a problem that had been overlooked? Problem? Results?
Were you ever promoted, or receive awards or recognition? Problem? Results?
Did you hire, train or motivate anyone? Problem? Results?
Did you suggest new products or programs that were implemented? Problem? Results?
Did you establish new goals or objectives? Problem? Results?
Did you modify the nature of your job? Problem? Results?
Did you have important ideas that were not put into effect? Problem? Results?
Did you do anything on your job that you thought you could not do? Problem? Results?
Did you take non-obligated initiative because you were intrigued with a problem? Problem? Results?
Did you ever do anything simply to make your own job easier? Problem? Results?
Did something so great ever happen that you just had to tell someone about it? Problem? Results?

As you begin to make up your list, you should be as specific and detailed as possible. You should try to
identify at least 20-30 descriptors from the following comprehensive list, "Key Personal Descriptors Menu.
Key Personal Descriptors Menu
Following is a comprehensive list of personally descriptive key words and phrases. They represent possible
personal characteristics as well as possible accomplishments, from past experiences on and off the job, as well as
action words you can use to describe your accomplishments. Select at least 20-30 that best describe you, as perceived
by others who know you well in work and social settings.
10 years experience
20 years experience
30 years experience
Ability to meet stringent objectives
Ability to get things done
Absorb facts quickly
Accurate
Achiever
Active
Adapt and contribute quickly
Adaptable/flexible/spontaneous
Administrative skills
Affect strong loyalty from subordinates
Aggressive
Alert
Altruistic
Ambitious
An action person
Analytical
Articulate
Artistic/creative
Assertive
Astute

Athlete
Attentive
Author/Co-author
Bilingual/fluent in languages
Blue chip experience
Brainstormer
Bright
Bring order to confused data and facts
Broad business contacts
Broad minded
Broad personal contacts
Broad-based experience
Budget responsibility
Build cooperation
Built sales in new territory
Calm under severe strain and pressure
Can work independently/as part of team
Caring
Cause-oriented
Charismatic
Charming
Cheerful
Clever

Ch. 6 Pg. 42

Developing a Presentation Strategy

Common sense
Communicator
Compassionate
Compatible
Competent
Competitive
Composed
Concept creation through implementation
Concise
Confident
Congenial
Conscientious
Considerate
Consistent
Constructive
Consultant to presidents
Contemplative
Contract negotiations
Controlled costs
Conversationalist
Cooperative
Cost reduction
Counseled management
Courageous
Courteous
Creative/artistic
Credible
Critical thinking
Cultured
Curious
Daring
Decisive
Decreased costs
Dedication to job
Demanding
Democratic
Dependable
Designed new plant/facilities/layout
Designed new financial reporting systems
Designed/wrote/taught
Detail oriented
Determined
Developed/introduced new products
Developed new advertising concept
Diffuse anger
Dignified
Diligent
Diplomatic
Direct
Directed shut-downs and consolidations

Discerning
Disciplined
Discreet
Discriminating
Distinguished record
Diversified experience
Driver/Driven
Dropped unprofitable product lines
Dutiful
Dynamic
Easily win confidence of others
Easy going
Economical
Effective in union negotiations
Effective team builder
Effective in sophisticated environments
Efficient/efficiency expert
Elected
Eloquent
Empathetic
Energetic
Engaging and stimulating personality
Engender confidence and respect
Enterprising/entrepreneurial
Entertaining speaker
Enthusiastic
Esteemed
Ethics and character of highest caliber
Even-tempered
Exacting
Exciting
Experienced working w/top management
Experienced in making presentations
Expert
Expressive
Extroverted
Facilitator of group interaction
Facility for rapid analysis
Fair/just
Firm
Flexible/adaptable/spontaneous
Forceful
Foreign ventures
Formulated policy
Formulated new marketing strategies
Fortune 500 experience
Forward-thinker
Found new alternatives
Frank/candid
Friendly

Ch. 6 Pg. 43

The Job Seekers Bible - How to Create Your Dream Job and Get It
Fun loving
Generous
Gentle and kind
Genuine
Goal-oriented
Good natured/gracious
Hands-on experience
Happy
Hard working/driven
Harmonize groups prevailing in conflict
Have reorganized and revitalized
Healthy
Helpful
High energy level
High moral values
Honest/ethical
Honors/awards
Humorous/funny
Idea creation/creative/original
Idealistic
Identified a profitable new market
Imaginative
Implementer
Improved production
Improved morale and productivity
Improved existing ideas/concepts
Improvise
Impulsive energy
In-depth technical knowledge/experience
Increased sales
Increased profits
Independent
Individualist
Infectious enthusiasm
Ingenious
Initiative/initiated sweeping changes
Innovative/innovator
Inquisitive
Insightful
Inspirational speaker
Integrity
Intellectual/Intelligent
Intense
Interested
Internal re-organizations
Intrapreneur
Intuitive decision maker
Inventive
Just/fair
Keen observer

Kind
Knowledge of different sales techniques
Knowledge of domestic markets
Knowledge of international markets/operations
Knowledgeable
Leadership
Likeable
Logical
Long-range planning
Loyal
Make tough decisions
Manage several projects simultaneously
Managed high growth
Managed technological breakthroughs
Mature
Memory for details/facts/people
Methodical
Meticulous
Modern management techniques
Modest
Money-maker
Motivate/persuade
Multi-billion dollar experience
Multi-plant experience
Multi-product capability and background
Natural leadership ability
Naturally concerned about others
Negotiator
New venture/start-up experience
Novel approaches
Nurturer
Objective/rational
Observant
Officer and board member
Open-minded
Opened new plants
Opinionated
Optimistic
Orderly/organized
Organized
Original ideas and thinking
Outgoing
Outspoken
Overhauled ineffective operation
P & L responsibility
Patient
People skills
People-oriented
Perceptive
Perfectionist

Ch. 6 Pg. 44

Developing a Presentation Strategy

Persevering
Persistent
Personable and warm
Personal achievements
Persuasive
Philosophical
Planner
Poised
Popular
Positive thinker
Possibility thinker/problem solver
Practical
Pragmatic
Precise in work habits
Preside over conventions/seminars/conferences
Principled
Proactive
Problem-solver
Productive
Professional
Promote harmony
Promoted quickly
Promoter
Prototype operations
Proud
Proven record of success
Public speaker
Purposeful
Quick study
Realistic
Reasonable
Receive cooperation at all levels
Recruited by current/former employer
Reduced unnecessary overhead
Reliable
Resolve conflicts
Resourceful
Respected
Respectful
Responsible
Responsive
Results oriented
Salvaged previously unprofitable investments
Scheduled
Scholar
Scientific methods
Seasoned executive
Self-disciplined
Self-educated
Self-motivated

Self-reliant
Self-starter
Sense of humor
Sensitive
Set goals/establish controls/follow up
Shirt sleeve
Short-range planning
Shrewd
Sincere
Skilled communicator
Skilled at matching people with tasks/positions
Smart
Sociable
Sold-off undesirable cash drain properties
Solved complex engineering problems
Someone who gives 100%
Someone who inspires others to optimum performance
Someone with dignity
Sophisticated
Spontaneous/flexible/adaptable
Stable
Statistical techniques
Stimulating company
Straightforward
Strategic planning
Supportive
Sympathetic
Systematic
Tactful
Tactical
Take charge
Talented
Team builder
Team player
Thinker
Thorough
Thoughtful
Tolerant
Top management exposure
Tough-minded
Traditional
Train/reshape/recruit
Trouble-shooter
Trustworthy
Turned around marginal operations
Understanding of others
Upgraded EDP systems
Vast personal contacts
Versatile
Visionary

Ch. 6 Pg. 45

The Job Seekers Bible - How to Create Your Dream Job and Get It
Vivacious
Well-developed instincts for products that will sell
Widely traveled
Wise
Won price concessions from suppliers
Work well with people
Working with tight deadlines
Working with fluctuating volumes
Zealous
Zest for life
Zest for people

Management Style
Approve/guide/preside/govern/control
Direct/coordinate/implement
Initiate/stimulate/effect/change
Invent/conceive/create/write
Investigate/research/examine/analyze
Revise/rectify/expand/strengthen
Organize/index/catalog/arrange/group/systematize

Sample Action Words

Accomplished
Achieved
Administered
Affected
Analyzed
Applied
Appraised
Approved
Arranged
Assessed
Attained
Authored
Awarded
Built
Calculated
Catalogued
Clarified
Coached
Communicated
Compared
Compiled
Completed
Composed
Computed
Conceived
Conducted
Consolidated
Constructed
Controlled
Contracted
Converted
Convinced
Coordinated
Correlated
Created
Decided

Defined
Delegated
Delivered
Demonstrated
Designed
Detailed
Developed
Devised
Directed
Disapproved
Distributed
Diverted
Doubled
Drove
Earned
Edited
Effected
Eliminated
Empowered
Encouraged
Enforced
Enlarged
Established
Estimated
Equipped
Evaluated
Examined
Executed
Expanded
Experimented
Facilitated
Fed
Formed
Formulated
Founded
Generated

Governed
Grouped
Guided
Handled
Harmonized
Headed
Helped
Implemented
Improved
Improvised
Increased
Indexed
Influenced
Illustrated
Initiated
Innovated
Inspired
Installed
Instituted
Instructed
Integrated
Interviewed
Introduced
Invented
Investigated
Introduced
Launched
Led
Maintained
Managed
Manipulated
Mediated
Mentored
Moderated
Motivated
Negotiated

Ch. 6 Pg. 46

Observed
Obtained
Operated
Organized
Originated
Perceived
Performed
Persuaded
Pioneered
Planned
Prepared
Presented
Presided
Prevented
Processed
Produced
Programmed
Promoted
Proposed
Proved
Provided
Published
Purchased
Recommended
Recorded
Recruited
Rectified
Redesigned
Reduced
Reorganized
Researched
Reshaped
Reviewed
Revised
Saved
Scheduled

Developing a Presentation Strategy

Searched
Secured
Selected
Served
Serviced
Set up
Signaled
Simplified
Sold
Solved
Sorted
Sparked
Spoke
Staffed

Started up
Stimulated
Straightened
Streamlined
Strengthened
Stretched
Structured
Succeeded
Summarized
Supervised
Supported
Synthesized
Systematized

Taught
Tailored
Tended
Terminated
Traced
Tracked
Traded
Trained
Transferred
Transformed
Translated
Trimmed
Tripled

Uncovered
Unified
United
Unraveled
Utilized
Vacated
Validated
Verified
Widened
Won
Withdrew
Worked
Wrote

The PAR (Problem-Actions-Results) Story Format

Selecting appropriate key personal descriptors is the first step in developing your presentation strategy. The
second step is to incorporate these descriptors into story form. This is because stories create mind pictures that are
not only much more interesting, but also much more credible and memorable than mere concepts alone.
The PAR is a simple and effective method for
PROBLEM: "This was the situation ...." ACTIONS:
relating stories that are more interesting, credible and
"This is what I did about it ....
memorable than any other method you could use. PAR is an
RESULTS: "This is what resulted ...."
acronym that represents PROBLEM-ACTIONS-RESULTS.
The PROBLEM refers to what circumstances, situational
challenges, difficulties and opportunities the job provided
you. The ACTIONS refer to what you and your team did to respond to and solve the problem. The RESULTS are
the bottom-line impact or consequences of the action.
For every key personal descriptor you want to use whether personal characteristic or accomplishment you
should develop a PAR to support it. In developing your PARs, try to avoid using "we" whenever possible, because
it dilutes the strength of your personal contribution. You are selling your own accomplishments, personal
characteristics and experience--so do not hesitate to use the pronoun "I." The prospective employer is buying "you,"
not the team.
PAR's should be short and to the point. They can be drawn from your work experience, or from your
non-vocational life experience. Whether as an employee, or in the context of civic, family, fraternal or political
activities, always quantify the problems, actions and particularly the results, whenever possible. Use dollars, numbers,
time frames and percentages to do this. Chapter 22, "Two Powerful Selling Tools PAR and STIF," will show you
how to use your PAR's to overcome the credibility gap and win the confidence and enthusiasm of employers on
interviews.
PAR Story Examples
Problem:
Actions:

As the new Division Sales Manager, I was hired to turn around the company's lagging sales and reputation
from #4 position and 4% market share, to become the leading ice cream distributor in Florida.
Hired and trained the best route salesmen available. Challenged and motivated them to increase sales
and market share. Motivated them with better compensation and incentives than our competitors.
Developed more impacting presentations which have become market standards. We have become known

Ch. 6 Pg. 47

The Job Seekers Bible - How to Create Your Dream Job and Get It

Results:

Problem:
Actions:
Results:
Problem:
Actions:
Results:

Problem:
Actions:

Results:

by our customers as "the category experts."

Increased selling space by +330% at Albertson's. Gained 100% distribution on all major brands in all
supermarkets by fall. Gained "set captain" status in all major accounts.
Achieved sales volumes of +7% and +15% over annual sales objectives for 1993 and 1994 respectively.
Increased sales volume +96% from 1992 to 1994.
Increased average sales from $22,000 per week in 1991 to $141,000 per week in 1994.
Increased market share from 2.3% to 11.7% by 1993.
Increased market share to 24% by 1994 year end to make XYZ the top distributor. We are currently
fighting to stay on the cutting edge of top quality service.
As the new Vice President and Divisional Manager, net profits from my company's $10 million Micro
Computer Division had plummeted to near zero.
Instituted a management-by-objectives program and installed a system of strict inventory.
Increased net profits from the Division to $620,000 within 17 months.
Jet engine manufacturers had withheld approval of my company's new synthetic oil.
Planned and conducted a service reliability test that involved the use of our oil in 20 Strategic Air
Command Aircraft.
Obtained unqualified approval of our product from domestic and foreign engine manufacturers.
Sold this product, on an exclusive basis, to two of the nation's largest airlines.
My chapter of the League of Women Voters was committed to raising money to publish a "Know Your
Community" booklet.
Conducted advance sales of the booklet to area school superintendents, Realtors and businesses.
Won favorable radio talk show programming, which aired 90 minutes every night for a week, when the
contents of the book were discussed by other members of the League and me.
Sold 4,100 copies, yielding a substantial profit for the League.

Ch. 6 Pg. 48

PAR Worksheet
Complete this PAR worksheet for every major accomplishment/achievement, regardless of position held.
Company/Organization:
Title/Position:
What was the Problem?

What Actions did you take?

What were the Results?

Ch. 6 Pg. 49

Chapter 7
Writing a Winning Resume

Most resumes present features of the candidate,

rather than the benefits, to the employer: "My name is
John Doe ... address and phone number ... attended these
schools ... held these jobs ... had these responsibilities ...
did these things ...." These "feature-style" resumes
normally just do not make a positive enough impression to
win sufficient attention and interest of potential employers.
Consider your resume a one or two-page
advertisement for yourself. Since employers receive
hundreds of resumes, yours must stand out. In today's
competitive job market, you cannot afford to jeopardize
your career by marketing yourself a million dollar
product with a mere job description or history. To be
effective, your resume should tell a story in an interesting
way about you, and will not merely be a list of dates and
uninteresting facts. Emphasis must be on benefits, not
features. In other words, present what and how you can
contribute, not mere facts and personal information.
After getting attention, your resume should hold
the interest of the reader. Therefore, brevity is very
important. Two single-spaced, word processed pages are
maximum for almost all job seekers. If a resume can be
reduced to one page without losing the "sell," do so.
Resume Function
The purpose of a resume is to generate interviews,
not get you hired. The importance of the resume should
not be underestimated, because it, along with your cover
letter, is responsible for creating your first impression.
Studies show that a good first impression must be made
within 5-10 seconds. That is the average time the reader
will take to scan your resume. And, within 5-10 seconds,
an effective resume will motivate a prospective employer
to want to meet you ... and learn more about you.

"78% of resumes fail to do the job, with the

remaining 22% barely adequate." Richard Lathrop,
Who's Hiring Who. Ten Speed Press, Berkeley,
California.
"Only 2% of resumes received as a result of an ad
survive first screening." Richard Bolles, What Color
Is Your Parachute? Ten Speed Press, Berkeley,
California.
"Some companies receive as many as 250,000
resumes a year." Robert Snelling, The Opportunity
Explosion.
"...less than 50% of unsolicited resumes are seriously
considered." Pfizer Corporation, The Wall Street
Journal. New York.
"On an average, one invitation to an interview for
every 245 resumes." Richard Bolles, What Color Is
Your Parachute? Ten Speed Press, Berkeley,
California.
"We probably fill 10% to 20% of our assignments
from unsolicited resumes." Boyden Associates
(recruiters), National Business Employment Weekly.
New York.
"The average company hires a person for every 1,470
resumes it receives." Richard Bolles, What Color Is
Your Parachute? Ten Speed Press, Berkeley,
California.
"Of the hundreds of resumes that cross my desk, I
read...less than half." Manchester Career Services
(recruiters), National Business Employment Weekly.
New York.

What do employers initially look for in a

candidate? What constitutes an effective resume? What motivates the employer to want to meet you? The answer

Ch. 7 Pg. 50

Writing a Winning Resume

and the best criteria to judge a resume is the six qualifiers previously introduced:
1. Motive - Why are you in the job market?
2. Interest - Why are you interested in our company and this position?
3. Bottom line - What can we expect from you; your contribution to our bottom line?
4. Expertise - How good are you, and how long will you require to get results?
5. Afford - Can we afford you?
6. Risk - How can we be sure that you are, and can do, what you say?
Achievement Resume Format
While there are several possible resume styles, formats and approaches, the most common are the
chronological, functional and achievement approaches. Of these three, Ive found that the most effective approach
for meeting the five qualifiers is the achievement approach, described below. Several examples of achievement style
resumes are provided at Appendix I, "Resume Samples." Each of these resumes has proven effective in obtaining
excellent results.
Sample Resume
On the following page is a sample resume you can use as a template for developing your own resume. There
are several additional samples at Resume Samples, Appendix I.

Ch. 7 Pg. 51

James (Jim) R. Andreasen, MBA

11427 Willowview Way
Boca Ratan, FL 89204

Home
Work
E-mail

(514) 574-1843
(514) 468-6544
[email protected]

SALES/MARKETING MANAGEMENT

More than 12 years successful experience in Sales and Marketing Management with Frito-Lay and Dreyer's Grand
Ice Cream, two of the nation's top marketers of consumer products. Ability to teach, train and motivate others in sales
and management skills. Certified instructor for Frito-Lay Selling Skills course. My skills and strengths described
by superiors include: " ... visionary natural leader ... respected as well as liked because of his natural warmth ... works
best in organizations where opportunity exists to rise to the top ... ambitious and hardworking ... honest and direct ...
good complex problem solver ... able to make logical decisions ... able to keep long and short-term goals in mind ...
able to develop immediate rapport ... promotes harmony and builds cooperation around him ... respects variety of
opinions and input ... good public speaker and facilitator of group discussions ... productive, decisive, well-organized
team player .... "

. Sales/Marketing Management
. Recruiting/Training/Motivating
. Merchandising/Space Allocation
. Communications

. Product Management
. Distribution
. Displays
. Results-oriented

Currently seeking an opportunity in Sales/Marketing Management. I will make a difference.

CAREER HIGHLIGHTS
As Division Sales Manager for XYZ Ice Cream, my original objective was to turn around the company's lagging sales
and reputation from #4 position and 4% market share to become the leading ice cream distributor in Florida by 1995:

.
.
.
.
.
.
.
.

Hired and trained the best route salesmen available. Challenged and motivated them to increase sales and
market share. Motivated them with better compensation and incentives than our competitors.
Developed more impacting presentations that have become market standards. We have become known by
our customers as "the category experts."
Increased selling space by +330% and +350% at Albertson's and Smith's respectively. Gained 100%
distribution on all major brands in all supermarkets by the fall of 1994. Gained "set captain" status in all
major accounts.
Achieved sales volumes of +7% and +15% over annual sales objectives for 1993 and 1994 respectively.
Increased sales volume +96% from 1992 to 1994.
Increased average sales from $22,000 per week in 1991 to $141,000 per week in 1994.
Increased market share from 2.3% to 11.7% by 1993.
Increased market share to 24% by 1994 year end to make XYZ the top distributor. We are currently fighting
to stay on the cutting edge of top quality service.

Ch. 7 Pg. 52

James (Jim) R. Andreasen, MBA, page 2

As Region Manager for Frito-Lay:

.
.
.

Reduced overall expenses by 25%. This was the greatest expense reduction of any region in our division.
Proposed an exclusive account relationship to 7-11, our largest convenience store account. This resulted in
a 35% increase in sales, and more than $250,000 in incremental volume. This was one of the first divisions
of 7-11 to implement such a program.
Achieved convenience store segment growth of over 36% for the year and ranked the region #1 in the entire
U.S.

EMPLOYMENT
1991-present
1990-1991
1986-1989
1984-1986
1983-1984
1984-1986

Division Sales Manager - XYZ Ice Cream - Boca Ratan, FL

Regional Sales Manager - Borden, Inc. Clover Club Foods - Richmond, VA
Regional Manager - Frito-Lay, Inc. - Richmond, VA
Trade Development Manager - Frito-Lay, Inc. - Richmond, VA
District Sales Manager - Frito-Lay, Inc. - Richmond, VA
Route Salesman - Frito-Lay, Inc. - Richmond, VA

EDUCATION/TRAINING
1982
1981

M.B.A. - University of Utah - Salt Lake City, UT

B.S., Marketing - Brigham Young University - Provo, UT

PERSONAL
Married with 5 children. Excellent health. Willing to relocate. Leisure activities include: basketball, volleyball,
softball, camping, hiking, golf; active leader in church service and Boy Scouts of America.

Ch. 7 Pg. 53

The Job Seekers Bible - How to Create Your Dream Job and Get It
Resume Heading
You might be surprised how many resumes and letters I have seen without contact information. Surprised?
Probably an oversight, Im certain. As in the previous resume sample, your resume heading should contain the same
information as business letterhead. You should include your complete name, preferred name or nickname in
parenthesis, appropriate titles if any, complete mailing address, e-mail address, and phone number(s) where you can
be reached. If you have a website, you should list that as well for reference in your resume.
Positioning Statement
When you look at a newspaper, what is the first thing that gets your attention? Of course ... the headlines.
The positioning statement is to your resume what a headline is to a newspaper. It is equal in importance and function
to the headline in your daily newspaper, and should consist of two to five words. In the resume sample provided, the
positioning statement is SALES/MARKETING MANAGEMENT.
Qualifications Summary
As in the resume example above, your positioning statement should be adequately supported by a relevant,
concise, succinct summary of qualifications. This qualifications summary should be your best effort to qualify you
in the mind of your prospective employer for the position you are seeking. This is the second most important element
of your resume. Summarize your years of experience in specific and related industries, functions and levels. This
can be complemented by education, certification and key personal descriptors from positive personal characteristics,
especially if they are third party comments that can be quoted.
Career Highlights
The Achievement Resume gets its name from this section, which could just as easily be called SELECTED
ACHIEVEMENTS, or SELECTED ACCOMPLISHMENTS. This is where your PAR stories come into play. The
PAR stories you select should be relevant to the employer for his industry and the functional role being filled. Notice
in the example above that the first PAR story begins with a Problem: As Division Sales Manager for XYZ Ice Cream,
my original objective was to turn around the company's lagging sales and reputation from #4 position and 4% market
share to become the leading ice cream distributor in Florida by 1995. Following the Problem are the Actions. Notice
that the Actions are introduced by bullets followed by bolded action verbs in the past tense.

Hired and trained the best route salesmen available. Challenged and motivated them to increase sales
and market share. Motivated them with better compensation and incentives than our competitors.
Developed more impacting presentations, which have become market standards. We have become
known by our customers as "the category experts."

The PAR story format ends with the Results, which follow the Actions. Notice that the Results, like the
Actions, are introduced by bullets followed by bolded action verbs in the past tense. This appears to be someone that
an employer would want to meet. Would you agree?

Increased selling space by +330% and +350% at Albertson's and Smith's respectively. Gained 100%
distribution on all major brands in all supermarkets by the fall of 1994. Gained "set captain" status in all
major accounts.
Increased market share to 24% by 1994 year end to make XYZ the top distributor. We are currently
fighting to stay on the cutting-edge of top quality service.

Employment History

Ch. 7 Pg. 54

Writing a Winning Resume

Employers want to know where you have been your experience and where you are going with your career.
The Employment section presents your employment experience. Notice that the employment is listed in reverse
chronological order. This is because the most important employment is the most recent and should be brought out
in greater detail than previous experience. Resumes may begin on the day a person leaves college and end with the
present or last job. The dates are given first, followed by the position title, the name of the employer organization,
and finally, the city and state of employment.
1991-present
1990-1991

Division Sales Manager - XYZ Ice Cream - Boca Ratan, FL

Regional Sales Manager - Borden, Inc. Clover Club Foods - Richmond, VA

Education
High school as well as college scholastic and athletic honors will normally be important, and should be
mentioned as educational achievements. Notice again from the example above that the education is listed in reverse
chronological order. And, as in the employment history, the dates are given first, followed by the degree, the name
of the university or college, and finally, the city and state where the institution is located.
1984
M.B.A. - University of Utah - Salt Lake City, UT
1981
B.S., Marketing - Brigham Young University - Provo, UT
Personal Interests
Most employers are not really interested in reading about hobbies, volunteer work, clubs, church affiliations,
types of reading material, sports, etc. Nevertheless, it has often helped to stimulate conversation and establish rapport.
However, if a person lists too many "extras" in relation to employment, the reader might wonder when he had enough
time to work. Be careful when listing personal likes and dislikes. The reader may be exactly opposite in his views.
Do not list controversial-type organizations or issues. As a matter of fact, stay away from anything that someone
might misconstrue.
Resume Writing Guidelines
References should not be listed on a resume or included in a cover letter. A prospective employer might want
to check references before meeting you. This could result in a long delay. It is possible that references might be tardy
in responding. This would increase the delay. They may never respond and it could mean no interview. There is
perhaps one exception to the above rule. That is when you know that a reference(s) is an influential person that
increases your credibility, and that by listing such a reference, you "pre-sell" yourself and increase your chances for
getting an interview.
Resumes require a lot of thought, planning and preparation. Considerable attention should be given to each
item before final printing. Dates should always be correct. Months are not necessary but years are always listed.
Correct spelling of all words and proper punctuation is so important that it should actually head any list prepared for
a novice resume writer.
To sum it all up, a good resume is like a newspaper story. Clearly it should tell the reader: "WHO, WHAT,
WHEN, WHERE, WHY and HOW." Cub reporters must learn this on their first story. A new resume writer should
do the same. In the interest of brevity, do not give as much detail on the "HOW." That explanation would be best
saved for the interview.
Relative to your writing, check for the following danger signals: not sufficiently persuasive or clear, lacking
personal feeling, failing to generate interest, sentences too short, too wordy or incomplete, paragraphs being too long
or too short, and too much use of "I" or "me."

Ch. 7 Pg. 55

The Job Seekers Bible - How to Create Your Dream Job and Get It
Professional Resume Preparation
Some job seekers do a highly credible job in preparing their own resume. Therefore, it may be worth a try.
However, if in doubt about your writing ability, it is better to contract for the services of a professional. The fee is
small if it means several thousand dollars extra to you as a result of his efforts.
Napoleon Hill, author of Think and Grow Rich, had this to say about the importance of the proper drafting
of a resume:
"...[resumes] should be prepared as carefully as a lawyer would prepare the brief of a case to be
tried in court. Unless the applicant is experienced in the preparation of such briefs, an expert should
be consulted, and his services enlisted for this purpose. Successful merchants employ men and
women who understand the art and the psychology of advertising to present the merits of their
merchandise. One who has personal services for sale should do the same."
Since many resumes are prepared by professional writers, here are some tips. They can best be written after
a fact sheet or questionnaire is completed by the job seeker. It is then delivered to the writer, who prepares a draft
or finished document. Others are prepared by a writer only after a meeting with the individual, and the finished
product is presented in person or mailed. Charges for professional resume writers could range from $50 to $500, and
more. Normally a retainer or deposit is required before any work is actually started. This is usually one-half the total
fee. The balance may be paid upon completion and/or satisfaction.
As with any service, some resumes are very poorly done. Others are exceptionally good and worth many
times the writer's fee. Ask to see the questionnaire format you would complete for their use in preparation of your
resume. They should use one that is comprehensive enough to provide them all the necessary information. Also, a
reputable individual or firm will provide references and allow you to see examples of their work.

Ch. 7 Pg. 56

Chapter 8
Writing Effective Letters

The Introduction Letter a Proactive Approach

Traditional cover letters tend to be reactive by nature. That is, they are usually written in response to an ad
or some other request for information. Like the Achievement Resume, a more proactive and effective approach is the
Introduction Letter. It is actually the combination of a resume and letter in a single page.
The introduction letter allows you to tailor information in a more effective way than a traditional cover letter
can. For example, if you do not quite meet the specified traditional qualifications criteria, but you feel strongly that
you can do the job, then the introduction letter will be a more effective approach for winning an interview.
Letterhead
You might be surprised how many resumes and letters I have seen without contact information. Surprised?
Probably an oversight, Im certain. As in the previous resume sample, your resume heading should contain the same
information as business letterhead. As in your resume, you should include your complete name, appropriate titles if
any, complete mailing address, e-mail address, and phone number(s) where you can be reached. If you have a
website, you should list that as well for reference in your resume.
Introduction Letter in Response to Ads
1st paragraph - The first cardinal rule of letter writing is never open a letter with I. Comment on an event,
activity, trend, etc., and when/how you became aware of it (i.e., research, ad, article, speech, conversation). If you
just do not have time to thoroughly research the organization beforehand, or information is not available, you can
simply state that you have been interested in the organization for some time. The example provided below is based
on the information in the resume example in the previous chapter. You will notice that this is not a typical reactionary
response to an ad. Rather, it would appear that the appearance of the ad is just coincidental with the interest of this
job seeker in pursuing this particular organization.
XYZ Corporation has been of interest to me for some time now. As a matter of fact, I have a strong interest
in working with you. Perhaps you can now understand why I am enthusiastic about finding your ad in the
August 5 issue of the Salt Lake Tribune for the position of Marketing Director.
2nd paragraph - Always try your best to avoid opening the second paragraph, and subsequent paragraphs,
with I. Make a match between the organization's apparent or projected needs and your interests, capabilities and
background. Select relevant career highlights, achievements or skills from your resume PAR's that will demonstrate
the fit between your background and the organization. Do this as clearly as possible in relation to the implied or
explicit needs in source article, or based on any other information available.
Your requirements of 10-15 years of experience plus an MBA very closely match my qualifications. I am
confident that my experience in directing marketing efforts for 15 years would allow me to make an
immediate and significant contribution to increase your market share and penetration. Some of my relevant
accomplishments:

Ch. 8 Pg. 57

The Job Seekers Bible - How to Create Your Dream Job and Get It

Hired and trained the best route salesmen available. Challenged and motivated them to increase sales
and market share. Motivated them with better compensation and incentives than our competitors.
Developed more impacting presentations, which have become market standards. We have become known
by our customers as "the category experts."
Increased selling space by +330% and +350% at Albertson's and Smith's respectively. Gained 100%
distribution on all major brands in all supermarkets by the fall of 1994. Gained "set captain" status in
all major accounts.
Increased market share to 24% by 1994 year end to make XYZ the top distributor. We are currently
fighting to stay on the cutting edge of top quality service.

Closing paragraph - Indicate your interest in the organization, as well as your capabilities and confidence
in being able to make an immediate contribution. Close with an indication of your intention to make a phone
follow-up in a few days, as well as a desire to meet with the individual.
Since I have such a strong interest in working with you, I would like to explain why, and show you what I can
do for you. I will call you in a few days to schedule a 20-30 minute appointment. I look forward to speaking
with you soon.
All letters should be addressed to a specific person by name and title, if at all possible. If a name is not
provided in the ad, a telephone call to the organization asking the receptionist for the name and title of the appropriate
decision maker will be worth the extra effort. Your letter should answer any question that is asked in the ad, despite
the fact that the answer may be in your resume.
Cover Letter in Response to "Blind" Ads
"Blind" newspaper ads are those with only a post office or newspaper box instead of an organization name.
They are not handled the same as regular ads because there is no address or telephone number to contact. The letter
should be addressed exactly the way that it appears in the newspaper. Do not leave off the heading or salutation
because you do not have a person's name to use. Use "Dear Sir" when no name is available. Beware that since you
do not know the name of the organization to which you are replying, it might be your present employer!
Introduction Letter to Primary Employers
Direct solicitation of organizations in which you are interested should be handled in a similar fashion to
normal ads. State a few facts as to why you are interested in this particular organization. Do some Internet or library
research so that you can get current information regarding officers, size, products, etc. This can also be helpful when
you are granted an interview.
Letter Writing Guidelines and Tips
While resumes can be invaluable in obtaining interviews with potential employers, they should never be sent
without a cover letter. This is because the nature of the resume format does not allow you to appropriately convey
all of the pertinent information. Each cover letter should include a few statements as to your interest in, and ability
to contribute to, each individual organization.
Never enclose a list of references or transcript of
Sign your letters with a blue felt tip or flare tip pen.
grades. As a matter of fact, send nothing except your letter,
or resume plus cover letter, unless some other information
is requested by the organization. Do not fail to sign your
letters. Your first and last name with middle initial is recommended. You are likely to get a better response if you

Ch. 8 Pg. 58

Writing Effective Letters

sign your letters with a blue felt tip or flare tip pen. This is because a bold signature makes a more favorable
impression than a light one, and blue ink is preferred over black.
Both the cover letter and resume should be folded in thirds, the top portion last, with the cover letter on top.
This is so that the reader will see your salutation upon opening the letter. They are then mailed in a #10 business
envelope. Note: Cover letters may be fastened with a paper clip to the resume, but never stapled. Cover letters and
resumes are usually separated after the person opens the envelope. If clipped, it is easy for them. If stapled, it is
difficult and could tear your resume. If you must use a paperclip to attach a cover letter to a resume, be certain the
paperclip is folded INTO the documents (i.e., top of pages down first, bottoms folded up last). Postal equipment often
jams on the clips and tears the piece of mail.
You should make use of a cell phone, answering service, voice mail or answering machine. This will allow
you to make sure you are accessible when a prospective employer calls. Cell phone is an effective method of access,
but an answering service is also very effective, because callers can speak to a "live" person, and can be available for
$25 to $75 per month. Voice mail, at $10 to $20 per month, is the next preferred method because it is more
dependable than an answering machine. An answering machine can be available for a one-time cost of $50 to $200.
Always use prescribed business letter writing methods. Neatness is a prime requisite, as it is in any business
letter. Each letter should be an individual effort. It should be brief and to the point, and never more than one page
in length. Each should be word processed for the most desirable impression, and be error free. To maximize success,
your resumes and letters should be clean, neat looking, distinctive and highly readable. Following in the next chapter
are some guidelines on selecting printing, paper, graphics and word processing to assist you in making the best
possible impression.
Relative to your writing, check for the following danger signals: not sufficiently persuasive or clear, lacking
personal feeling, failing to generate interest, sentences too short, too wordy or incomplete, paragraphs being too long
or too short, and too much use of "I" or "me." You will find a complete set of sixteen letter samples at Appendix J,
"Letter Samples."
E-Mail
The use of e-mail for resumes and letters has become the preferred method of correspondence for many job
seekers as well as employers. There are definite cost and time savings to be had for both parties. A word of caution.
Resumes and letters should be sent as attachments when possible to preserve original formatting for best impression.

Ch. 8 Pg. 59

Chapter 9
Printing and Word Processing

As part of your job search, you will require some personal stationery letterhead, envelopes and blank paper
stock for word processing letters and envelopes, and printing resumes. Since the first impression you make with
a potential employer might well be on paper, it is important that your written materials have maximum impact.
No matter how impressive your credentials may be, if your presentation is on poor quality paper ... is
unattractive graphically ... or contains typographical errors ... it will detract from your perceived competence ... as
well as your sincere interest in the organization. If your written materials are deficient, the reader will be less inclined
to grant you an interview.
Selecting a Printer
The Yellow Pages is a good source for identifying a printer. Letterhead, envelopes and resume printing are
simple projects well within the capability of most printers. However, most large printing firms are not equipped for
short runs. Since prices charged for printing vary substantially, comparison shopping is advisable to obtain the best
value. Price advantages are usually available where a printer uses a paper plate process for offset printing. These
plates are adequate for up to several thousand copies. Many printers also keep an inventory of good quality paper.
In most cases, you should be able to choose something adequate from on-hand stock.
Selecting Your Paper
As you consider alternative papers, keep in mind that you want your letters and resumes to create a quality
impression, and have an outstanding appearance and reflect good taste. The quality of paper is determined by its
weight, type and grain. Its eye appeal is obtained by use of texture, color and size.
Paper Weight
Paper is available in a wide variety of weights. For purposes of a job search, 20-24 pound paper is
recommended, depending upon personal preference. Envelopes are usually discarded before your letter or resume
reaches a hiring decision maker. Your choice here is less critical, but 22-24 pound stock is preferred.
Paper Color
Most manufacturers have a variety of paper grades, and within each grade a range of colors is usually
available. You should avoid pastel colors such as greens, blues and pinks, as well as dark shades of brown or grey.
The best choices are whites, off-whites, shades of tan or beige and light grey tones.
Selection of Envelopes
Generally, you should order envelopes of the same type and color paper as your letterhead. However, this
is not absolutely necessary, and is of relatively minor importance. Definitely forgo matching envelopes if it will cause
an undesirable delay in the implementation of your campaign. The two primary envelope possibilities are:

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Printing and Word Processing

No. 10 Regular: 4-1/8" x 9-1/2" for folded 8-1/2" x 11" paper
No. 9-1/2 Catalog: 9-1/2" x 12" for flat 8-1/2" x 11" paper
Paper Quantities to Order
Once you have found a suitable printer and selected your paper stock, you can order letterhead, envelopes
and resumes in the proper quantity to meet the requirements of your campaign plan of action. You should be
implementing your direct mail campaign with either: (1) a 1-page introduction letter; or (2) a 1-page cover letter with
a printed copy of your resume. Most people fold their resume for envelope insertion. If you select 8-1/2" x 11"
stationery and an 8-1/2" x 11" resume, No. 10 Regular envelopes will be suitable for both letter resumes and cover
letters with resumes enclosed.
Many printers will not print less than a run of 250 envelopes, letterhead or resumes. This should be adequate
for most campaigns. However, you may want to consider an order of 500 each of envelopes, letterhead and resumes
to begin. The extra cost initially is very nominal compared to another run later if needed. The only disadvantage in
the initial larger run is, if you decide to change information in the printed materials, you risk some waste.
Graphics for Stationery and Resume
Having selected paper stock and color, you must decide what information will be printed on your letterhead
and envelopes, as well as how your final resume will be word processed, or professionally typeset, prior to printing.
Stationery
Your name, address and appropriate telephone number(s) should be printed on the letterhead. Acceptable
letterhead can be produced by word processing equipment using bold and regular type. Envelopes should be printed
with your name and return address only. If cost is a concern, do not bother to use printed envelopes. They can be
word processed at the time of addressing your envelopes.
Be sure to read the printer's completed order form for your printing to be certain words and numbers are
correct. Avoid abbreviations. It is preferred to write out Street, Drive, Avenue, Boulevard, and the full state name
whenever possible. Use of a home address is absolutely preferred to a post office box number, and including your
ZIP code is essential.
Select a typeface and size for your letterhead from samples your printer will show you. A dignified,
traditional or modern type is most appropriate. Avoid over-bold, italic or script type styles.
The Resume
You should have your resume printed by a word processor, or typeset on white paper. The printer will take
a picture of the mechanical (your original) to create a paper or metal plate. A paper plate is more economical and very
suitable. This plate is used to print your resumes on an offset press. Quick copies are very acceptable and may be
more economical.
Proportional typeface fonts are always recommended. This is because they look more professional, and will
allow 20-30% more words per page without a cramped appearance. If the information to be conveyed does not fill
a page, increase the type point size and the white space between headings and paragraphs. The margins at the sides,
top and bottom of your resume, should be no less than 1" and no more than 1-1/2". This creates an attractive frame
for your resume picture.

Ch. 9 Pg. 61

The Job Seekers Bible - How to Create Your Dream Job and Get It
Ink Color
Avoid ink colors which compliment various paper shades. They tend to project a too-professional image and
may detract from the resume content. Black is the most widely accepted color.
Proofreading
It is absolutely essential to have the resume and master copies of each letter variation carefully proofread prior
to printing/mailing. Professional proofreaders often read documents backwards so they will not accidentally read for
content and can focus solely on the spelling of words. However, when a word processor with a form of spelling check
is used, it is most important the content be proofread, as some words may pass the spelling check but be incorrect in
the content (e.g., "of" instead of "for," etc.). Of course, punctuation and grammar must also be considered. A
proofreader or friend who is not overly familiar with your work can also confirm that you have effectively
communicated what you meant to say.
Preparing to Implement Your Campaign
When your stationery and resumes have been printed, cover letters must then be prepared. Letters can be
individually prepared by a service firm using word processing equipment, or you can do them yourself more
economically. Envelopes should be word processed or typed, but may be handwritten if a word processor or
typewriter is not available. Never use the labels from a computer printout on your envelopes because they give the
impression of a mass mailing.
Word Processing
Usually, identical letters will need to be individually typed and mailed to lists of hiring decision makers at
appropriate organizations. Word processing is the quickest approach to preparing these letters and is economical.
Word processing service firms can be found under that heading in the Yellow Pages. Sometimes they are listed as
Secretarial Services or Typing Services.
Once information is typed and stored in memory, it can be printed repeatedly. The high-speed printing can
be direct imprint, laser, thermal or ink jet. The ink jet method does not always duplicate the appearance of a normal
typewritten page. Inspect a sample letter to assess quality before contracting with a typing service.
The major benefit of word processors is that every recipient of your communication receives a personal letter.
You convey an impression of sincerity and specific interest in each organization. Variations in opening or closing
paragraphs and insertion of executive or organization names are added capabilities of this equipment. These help to
personalize your correspondence.
Other Services Available
Organizations that provide word processing or secretarial/typing services may offer additional services to help
you expedite your mailings. If you do not prefer to hand sign your own letters, an exact facsimile signature machine
or an individual may be able to do this. Also, you can have your materials folded and inserted, envelopes sealed and
postage stamps affixed by some service firms. If you wish to keep campaign implementation costs low, these are
functions you can handle yourself, or assign to supportive family members.

Ch. 9 Pg. 62

Printing and Word Processing

Getting Organized
You will need to develop a system of organizing all the information you will acquire. As a minimum, the
following information must be organized for your use, as well as the typist:
1. All contact and referral names, titles, addresses, phone numbers, etc.
2. Relevant information from your research about employers (products/services, revenues, special contacts,
titles of decision makers, etc.).
3. Important information regarding interviews scheduled, status, follow-up and notes regarding the actual
interview discussion.
4. Various letters to be typed and mailed with appropriate follow-up.
5. Necessary information for responding to ads.
A unique 4" x 6" index card format, called a "Sample Contact/Word Processing Card," has been specially
designed for your use at Appendix K. It will help you get organized and stay organized. You may use these forms
that are provided to print several cards. You can then organize them into a system using a recipe box with dividers.

Ch. 9 Pg. 63

Chapter 10
Completing Applications

Almost every hiring organization will have some type of application to be completed before a person is
considered for employment. Some are very lengthy and require considerable time before submitting to the employer.
Many are short and ask only questions relating to a person's vital statistics.
Whether long or short, all applications should be carefully completed in your own handwriting unless
instructed to do otherwise. Hand printing or typing an application should never be done unless requested. Legible,
neat handwriting is an asset and will help to land most jobs. The application must be neat and well written with no
misspelled words. This is important enough to carry a pocket dictionary on all interviews.
You must answer all questions asked of you. If a question does not apply to you, answer with "not
applicable," "N/A," or "none." This is because the decision-maker needs to understand that you have read and
understood the question. It is very important that you read all questions carefully before answering. Sometimes
"trick" questions are placed on an application to make certain you have read carefully. A wrong answer would be very
embarrassing.
Some firms grade an application as a teacher would grade an examination. In other words, 5 points might
be taken off for spelling, 10 for carelessness, etc. However, points might be added for outstanding traits such as work
record, neatness, education, handwriting, etc. Remember, sometimes your application is seen before you are, and a
shoddy one might keep you from scheduling an interview for an exceptional opportunity.
Always, unless instructed to do otherwise, complete the application immediately upon receipt. Do not take
it home and mail it back unless they ask you to do so. And then and this is extremely important hand-carry it back
to the person who gave it to you. Thank him for the courtesies extended. If he is not available, leave the application
with his secretary or receptionist along with a short note of appreciation. The reason is simple most applicants will
mail it back. Only one out of this group will distinguish himself by adding this strong personal touch to an impersonal
application. You will stand out as an example of what organizations look for in prospective employees.
A resume should be given to the employer along with the completed application. This will allow you to
expand upon your qualifications. An application might be too short for proper emphasis on important details. If you
are in the process of preparing a resume, tell the employer that you will deliver it as soon as it is completed. As stated
previously, do not mail unless the distance is prohibitive. As a rule of thumb, if the distance is more than 50 miles,
mail it; if less, always personally return it.
Many applications are drawn up by professionals and tailored to fit the particular needs of certain
organizations. Others are of a standard nature that many organizations use. Some are written by an industrial
psychologist, and your answers sometimes are very carefully evaluated. You may even be asked to take a lie detector
test or psychological test. Always cooperate and do the best you can.
Some applications go into great detail regarding your financial condition. Some employers want to know your
assets and liabilities. Many of these questions are quite personal, and you may be surprised that firms would be

Ch. 10 Pg. 64

Completing Applications
interested in some of the areas in which they ask questions. They expect accurate, truthful answers. If you choose
not to comply by answering certain questions, it could mean loss of an interview or job offer. Some firms might call
you in for a personal interview, and then demand the missing answers. Remember that it might be easier to answer
questions in writing, with time to consider answers, than to answer orally with little or no time to think. This is
especially true if the personnel interviewer is skilled and trained to observe reactions to personal questions.
It is wise to prepare yourself before completing an application in an office. Carry with you your social
security number, past employment dates, family birth dates, wedding anniversary, high school and college graduation
dates, names and addresses of at least three personal references, full names and addresses of past employers and names
of immediate supervisors. As you complete applications, you will learn what additional information to take with you
on the next interview.
Some of the questions that organizations ask may appear to be "illegal" as certain privacy laws state.
However, this is for an attorney to decide or interpret. If you deem it important enough, you might ask a lawyer for
his opinion prior to answering certain questions.

Ch. 10 Pg. 65

Chapter 11
Competing for Advertised Positions

In searching the help wanted sections of

newspapers, you should be aware that they are not an
Only 1 in 5 to 20 jobs are ever advertised.
accurate representation of all available positions in the job
market. Studies indicate that perhaps not more than 1 in 5
to 20 jobs are ever advertised. It is for this reason that you
should not be totally discouraged in finding few advertised positions or worse, none at all in which you are
interested, and for which you feel qualified.
Some good news, however, is that, in addition to newspapers, there are a number of association, trade and
professional journals that publish job openings. A sample listing of more than 130 such publications, by function and
occupation, is provided in Appendix L, "Sources of Job Announcements."
You should respond to all ads in which you are
Respond to ads for which you feel 80% qualified.
interested and meet most, but not all, key requirements. If
you feel 80% qualified, and your confidence and enthusiasm
are at least 8 or higher, that is sufficient grounds to warrant
a response. Remember, the only thing that really matters ultimately, is that you can do the work ... and that you really
want it.
When the name of a post office or newspaper box is
Confidentiality is a key reason for running blind ads.
provided to which you respond, instead of the hiring
organization, it is referred to as a blind ad.
Confidentiality is a key reason for running blind ads.
Employers often do not want their employees, creditors, suppliers, customers, or competitors to know about an
opening. This is because internal and external speculation and rumors can negatively impact the organizations
reputation and credibility, as well as lessen employee productivity. A blind ad can protect the confidentiality of an
employer wanting to hire a replacement for a current employee before termination. A company may even want to
camouflage a bad reputation to attract good candidates. Conducting compensation and benefits research, and the
ability to eliminate phone responses and applicants dropping in, are additional justifications for blind ads.
If you suspect your current employer is running a blind ad, or for just good plain advanced intelligence, you
can often identify the hiring organization. One dollar paid to the postmaster citing the Freedom of Information Act
should reveal the business (not private) owner of a post office box. If you cannot positively identify the owner, you
can use a third party or post office box number approach. Or, you may not want to answer that particular ad.
If you are at the middle to upper level management
Delaying your response to ads by one week should
or professional level, or seeking $50,000 or more, it is
help you to stand out in a smaller crowd, and make
advisable to delay your response to published openings by
you appear less anxious.
approximately one week. By then you should stand out in
a smaller crowd, and get more favorable attention than one
of dozens, or even hundreds, of responses. Additionally,
you will not appear to be as anxious as most job seekers either always in a hurry with little thought or planning, or

Ch. 11 Pg. 66

Competing for Advertised Positions

Free Resume Analysis - Send Resume to [email protected]

unemployed and needing a job as soon as possible.
The hiring process is a laborious one that can take
Responding to ads that are three months old can be
up to several months. The higher the level of authority,
very profitable due to turnover and the long hiring
responsibility and income, the longer the process will take.
process.
Interestingly enough, many of these positions will not yet be
filled in two to three months, or more. And, many of those
that did get filled may again be vacant because the hired
individual did not work out for any number of reasons. These are two strong reasons why searching and responding
to three-month-old ads can be very profitable.
The most effective and proactive approach in responding to ads is an introduction letter without a resume,
followed up by phone. Feedback all ad requirements except for those asking for salary history or requirements. Do
not volunteer salary information, but instead say "negotiable." Always follow up one to two weeks later. If phone
follow-up is not working to get an interview, then follow up by cover letter plus resume. State your continuing
confidence and enthusiasm, and reinforce the appropriateness of your credentials. See Chapter 17, Phone Strategies
That Win More Interviews, Chapter 18, Your Personal Marketing Plan, and Appendix J, Letter Samples, for
more information.

Ch. 11 Pg. 67

Chapter 12
Working with Recruiters

Loyalty Is to the Employer, Not to You

It should help you to understand that placement firms employment agencies, recruiters, executive search
firms, headhunters (hereafter referred to as recruiters) work for, and are paid by, the employer. Therefore, for you
to expect that they will go out on a limb and market you, and get you a job, is unrealistic. Recruiters get paid to fill
job orders for employers, not for you.
While they do not work for you, recruiters can be very helpful in securing interviews with appropriate
employers that you may not get otherwise. However, they are not generally geared to spending a lot of time working
with you. Either you fit a position of which they are aware, or you do not. It is unreasonable to expect them to spend
a lot of time contacting people on your behalf. Nevertheless, if you are able to develop friendships with people in
a few firms, and make them realize that you are highly marketable, they may go out of their way to introduce you to
organizations where they enjoy ongoing relationships.
Some Recruiters Specialize
Many recruiters specialize in very specific areas. For example, Robert Half specializes in accounting and data
processing. Fox Morris Associates focuses on human resources. Source EDP and Source Finance have obvious
specialties. Sales Consultants recruit sales and sales management personnel exclusively. Do not waste their time or
yours by contacting recruiters who are not appropriate for you based on your focus and positioning.
Other Firms Are More Generalized
On the other hand, many firms would be appropriate to contact because they are broader in scope, and much
more generalized. For example, Dunn Hill Personnel System, a national franchise chain, covers all disciplines. A
firm called Management Recruiters with offices in more than 300 cities is active in most major functional areas: sales,
marketing, finance, accounting, data processing and engineering. Other very large organizations include Snelling &
Snelling with locations all over America and General Employment Enterprises, a publicly traded corporation. Aside
from these national organizations, whose names you probably recognize, there are many thousands more that can be
helpful to you.
How They Find and Select Candidates
Individuals who are successfully employed, respected and visible in their industry are those most attractive
to recruiters. Speeches given, articles written, public and corporate recognition of achievements and awards, civic
and community service, association involvement, and even reputation with peers, vendors, and competitors, create
visibility and credibility with them. Sources of information for recruiters include industry, professional and
association directories, articles in the press, and business contacts.
It is normal on any given assignment for a recruiter to screen many dozens of candidates to identify 8 or 10
who are at least 90% qualified. From these, they will look for three or four who are willing to consider the job and
meet with their client. It is the employer's job to make the final decision, but the recruiter is responsible for

Ch. 12 Pg. 68

Working with Recruiters

identifying and persuading the candidate with regard to the firm, and the specific job assignment.
The recruiting field is a grueling business. They might spend half of their time seeking to generate new
business new assignments from employers. The balance of their time is spent researching, "sourcing" and interviewing. For them that means a lot of time on the phone ... quick decisions ... a keen awareness. They need to spend
their time maximizing profits for their firms, not bolstering your ego. So do not expect a lot of time from recruiters
unless you fit the profile of one of their current search assignments.
Initiating Contact with Recruiters
If you are not fortunate enough to be contacted by recruiters, then you will have to initiate direct contact with
them. If you are a young executive, begin developing your contacts with recruiters during the early part of your
career. For those who are well along in their careers, it is never too late to get started. Contacting recruiters toward
the beginning of your job search is recommended. It could be months before an appropriate opening materializes,
so you will want them to be aware of your qualifications and availability ahead of time.
Friends, acquaintances, associates, association members, and other job seekers should be able to provide you
with recruiter names, and even introductions. You can then call on these recruiters, indicating who referred you to
them, with the referring persons suggestion that you call. This will normally result in the recruiter asking you to send
a resume, or better, inviting you directly for a personal meeting.
Recruiters can also be identified through directories of executive recruiters, associations, yellow pages,
newspapers, business and trade magazines, Chamber of Commerce listings, and through referrals by friends and
acquaintances. Send a cover letter (see sample letter to recruiters in Appendix J, Letter Samples) and resume to a
significant number of recruiters who are active in your target industry, functional area and level of income.
When you send them your resume, under most circumstances your initial correspondence should not provide
your present earnings. While recruiters always prefer to have full information at their disposal, the preliminary
disclosure of financial information is unprofessional, and makes people seem too available. However, it is often
appropriate to provide minimum income requirements, or arrangements that you would consider.
You will either receive a short note asking you to contact them, or a telephone call and request for further
information. Always supply a telephone number that is answered during business hours, or you will lose a significant
percentage of responses. As has already been stated, an answering service, voice mail, or a home phone recording
device, is a worthwhile investment to provide full evening and weekend coverage.
Ultimately, after your interview, if recruiters think the chemistry between you and their client will be good,
they will arrange an interview with the client. If all goes well, and the employer feels you are the person for the job,
the recruiter may be the one to negotiate the final package.
Appearance and first impressions are always extremely important. They will be primarily interested in
individuals who present a good corporate image, are viewed as marketable, and who can make a significant and
immediate contribution to the bottom line.
Avoid an Appearance of Being Anxious or Desperate
You should be candid without being too eager or anxious. Above all, avoid the appearance of being
desperate. If you appear desperate, or too available, you will never gain interest with recruiters or their clients. You
will be more credible if you seem willing to explore new possibilities, but not unhappy with your current situation.

Ch. 12 Pg. 69

The Job Seekers Bible - How to Create Your Dream Job and Get It
A Small, Slow Response Is Normal
Most large recruiting firms receive dozens, or even hundreds, of inquiries weekly. Because of the expense
involved, most of them do not acknowledge correspondence. The better firms do screen their incoming mail and
categorize attractive candidates for review and follow-up. You can perhaps anticipate a positive response in the range
of 1% to 6% over an 8-week period. The actual response you can expect from a mailing will vary with your
background and positioning.
Career Changers Not Attractive Candidates
If you are changing careers, or if you are identified with an industry that is contracting, you should not expect
much from recruiters. Remember, the only way they can justify their fees is to come up with superior candidates who
are at least 90% qualified for the job, by virtue of their talent and track records. Therefore, they are paid to recruit
hard-to-find candidates candidates that are hard for their corporate clients to find by any ordinary means available
to them.

Ch. 12 Pg. 70

Chapter 13
Utilizing References

The Role and Importance of References

References are usually not called upon until the negotiation stage, but at that point, an enthusiastic
endorsement can make all the difference. They also form an essential part of your personal network and can be your
most valuable supporters in a job search. For this reason, it can be worthwhile to go beyond traditional steps in
developing strong relationships with these people. This will help you to avoid problems which could develop from
inadequate planning.
Reference Checks
Employers will normally ask a series of questions in a pattern designed to uncover problems or
misrepresentations. For example:
1. Can you confirm his income and inclusive dates of employment?
2. What were his key responsibilities? People? Dollars? Facilities?
3. What do you feel are his greatest strengths, skills and abilities?
4. Did he have any special successes or achievements in his work for you?
5. Do you feel he lacks any necessary skills and abilities? Greatest weaknesses?
6. How well did he relate to supervisors, peers, subordinates, and suppliers?
7. Would you comment on his management style?
8. Would you comment on his personal work habits and ethics?
9. Can you explain the circumstances around his departure?
10. Would you consider rehiring him?
11. How would you feel about recommending him to us?
High-Level Executives
Persons seeking above $50,000 per year will normally be subject to intensive reference checks. If an
executive search firm is involved, they may contact references at an early stage to confirm the accuracy of key
information at their disposal. It is also common practice among some employers to retain investigative services who
will contact and interview neighbors, family members, friends, business associates, and creditors. Generally speaking,
the higher the level of authority and responsibility of the position you are seeking, the more comprehensive the
reference check.
Middle Managers and Professionals
Middle managers and professionals should also be prepared to have their references thoroughly checked.
Candidates for positions paying between $25,000 and $50,000 are often subject to scrutiny. Personnel officials check
references on most prospective employees who fall into these categories.

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The Job Seekers Bible - How to Create Your Dream Job and Get It
Entry Level and Junior Executives
Even if you have little or no experience, it is worthwhile to select references who will comment favorably.
Consider your family lawyer or doctor, clergy, business friends, former professors, or others whom you may have
come to know over recent years. The mayor of your town where you grew up, your father's boss, a friend's superior,
and your brother-in-law, are examples of people who often are more than willing to help. A vice president you have
met a few times, a prominent alumnus from your college or people you know on a social basis can also be recruited.
You can use them to confirm such things as your intelligence, discipline, work habits, integrity, that you are
responsible and come from a good family, are hard working, and have four years of excellent experience.
Criteria for Selecting References
You should identify at least three to six of your best references at the start of your campaign. Select the most
credible and enthusiastic references who can give evidence of your aptitude and attitude. Of course, business
references are much preferred over personal ones.
Most Credible: A Prestigious Title
These include well-known and respected individuals, or those with prestigious titles, such as presidents, vice
presidents, lawyers, doctors, bankers, congressmen, etc. Use individuals who are respected, who have an established
influence level in society and whose opinions are valued by others.
Most Enthusiastic: Strong Communicators Willing to Furnish a Powerful Endorsement
It is not mandatory that references should know you well for a long time. However, you should be certain
that they generally know your background, are familiar with your work, and know how you will be presenting
yourself to employers. They should possess a clear understanding of where you have been, where you want to go,
and why you are qualified and capable. Select strong, positive communicators, if at all possible. Avoid soft-spoken
individuals who communicate in monotone. What your references say is important, but the enthusiasm and conviction
they project is even more important.
Employment References
Provide names, titles, organizational affiliations, addresses, phone numbers, and if appropriate, the time
frames when your references can be easily reached. Indicate your relationship if it is not obvious. If any of these
individuals are no longer affiliated with the organization where you work(ed), then indicate their current
organizational affiliation. Then, in parenthesis, indicate their prior affiliation, so that prospective employers will know
why you are using them as a reference. For example, if John L. Doe, formerly Vice President of Marketing at XYZ
Company, is a reference, but no longer at XYZ Company, then indicate his current employment affiliation at ABC
Company, and XYZ in parenthesis, as this illustration shows:
Name, Title
Organization
Industry
Address
City, State, Zip
Phone Number
E-mail address
Association

John W. Wilson, MBA, Executive Vice President

ABC Company (formerly VP Marketing, XYZ Company)
Fortune 1000 manufacturer of computers and peripheral equipment
12389 Valley Road
Anywhere, ST 12345 USA
(801) 266-0987
[email protected]
Direct supervisor and department manager

Ch. 13 Pg. 72

Utilizing References
Former Superiors
Always assume that your past superiors will be contacted. You should identify and locate all superiors for
the last 3 or 4 jobs, or 10 to 15 years, whichever is less. Do not be reluctant or embarrassed, even if you were
terminated, or because you have not kept in contact with them. They often will be interested in your welfare, and
what you have been doing. Usually the experience is a pleasant exchange. Even if you were terminated there is no
advantage for your former superior to hold a grudge. If you reestablish the relationship on a positive note, chances
are you will get a much better reference than you would without any prior contact. Use your judgment in evaluating
the appropriateness of each reference in relation to the position for which you are being considered.
Current Superior
You should allow your current superior to be contacted only after you have a position. Always show strong
concern about protecting your confidentiality. Let them believe that a substantial inducement is required to win you
away from the excellent opportunity you currently enjoy.
If your work experience includes only one job, or if you have been with one organization for many years,
attempt to recruit references from among former employees or superiors who have left. Consider providing recent
performance appraisals, as well as customers and suppliers who would have credibility with the employer.
Doubtful or Negative References
If you ever have any doubt as to the enthusiasm of any reference, you should ask a reliable friend to check
out your questionable reference for you. The 11 reference checks questions listed above should suffice for this
purpose. If you encounter a neutral-to-negative reference, respectfully request that more positive information be
provided. Imply legal action as a possible recourse only as a last resort. A threat will not achieve the objective of
getting a good reference, but it may result in a more neutral statement.
Personnel Department References
Many employers limit reference information that they will furnish. Often there will be a rule requiring that
all references be provided from a personnel department. In most cases their statements will be limited to confirmation
of employment dates, title and salary information.
Industry or Functional References
If you are seeking a position in a functional specialty, you may be able to win an endorsement from an
acquaintance who works in your field. Testimony by an acknowledged expert concerning your knowledge and
capability can be of great value. Trade magazine editors and directors of associations can also be helpful.
Expanding Your Reference Base
In your selection of references, look beyond those that are obvious. At the management or executive level,
you should consider presenting specific references to reinforce your capability in key functional areas. For example:

! If the potential employer's goal is to recruit and develop a new staff, you might suggest that they talk to
some subordinates you have trained.
! If building sales is an objective, you can suggest they talk to customers who will report how you
motivated them to increase their business.
! Peer-level references can be very helpful in validating your effectiveness with others.

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The Job Seekers Bible - How to Create Your Dream Job and Get It
When to Give References
Under normal conditions, an employer will not check references until there is serious interest in hiring you.
Do not offer to provide references prematurely. Avoid giving them unless specifically requested, and even then,
disclosure should be deferred until an offer is imminent. The appropriate time for references is at the point of a job
offer. One exception is when you choose to offer references as a "trial close" device. Presenting a prestigious or
well-known reference is a method of selling which might help arouse interest in you for the job you want.
Preparing Your References
Coaching your references is essential. You must know exactly where you stand so that any surprises will
be avoided.
Telephone or Visit Your References
Demonstrate the importance of your request by investing your time. You should contact each by telephone
or a personal visit. Obviously you cannot travel across country, but you should be willing to go out of your way. Ask
each individuals permission to be a reference, and gain their commitment to give you an enthusiastic endorsement.
Naturally, you should allow any reference the option to decline if there is an apparent lack of enthusiasm.
When communicating with potential references, try to establish a positive rapport by paying sincere
compliments: "I've always admired your professional approach to business, and the way in which you creatively
express your ideas." You want references to sense their importance and recognize that you admire their success.
When the chemistry is good between you, odds are that the reference will be much better.
Provide a Copy of Your Resume and Cover Letter
To be an effective reference, each will need to be very familiar with your background and capabilities. You
should therefore provide each of them a cover letter and resume. Be sure and go over your background and relevant
accomplishments. Get feedback from them as to the effectiveness of your resume. Ask for suggestions to increase
their retention of your key selling points. Remember, most people know only a part of your background, so be sure
to make an effort to give each reference an appropriate overview. For example, you could discuss the types of
organizations that are of particular interest to you, and show how your resume can be used as a script when they are
providing information.
Be sure to reassure your references that they will not be abused, and never use any one reference more than
a few times. (The tenth time someone is asked for information about you, their enthusiasm is usually gone.) Also,
avoid giving your references to employment agency personnel. Here you can indicate that you will provide top
references when there is a mutual interest. At the executive level, recruiters will require references.
After you call or visit your references, send a follow-up letter that expresses your appreciation, and
summarizes a few of the positive things that can be said about you. A sample cover letter to references is provided
at Appendix J, "Letter Samples." Another course you might consider would involve the development of a list of likely
questions potential employers might ask your references. A list of examples was previously provided.

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Utilizing References
Sample Dialogue to Follow up Your References
"(Name), I really appreciate your agreeing to be a reference during my job search. I can use all the help I
can get. So that you will know what I am saying about myself, I have sent you a copy of my resume with a cover letter.
Do you recall receiving them? Have you had a chance to review my resume and letter? Do you have any constructive
comments on how I can improve my presentation of myself?
References are usually not called upon until the negotiation stage, but at that point, an enthusiastic
endorsement can make all the difference. If you are contacted by a potential employer, I would appreciate hearing
from you. This would help me in the final stages of negotiation.
Prepare carefully thought out answers to expected questions and discuss them with your references. If the
expected question asked is, "Would you consider rehiring him? your creative response might be: "Oh, we would love
to have him back. He had some great achievements and everybody respected him, but our company has a policy
which precludes that. You can ask your reference "Would you be comfortable in giving this answer? If the answer
is no, you can reword it. In any event, you will know what is going to be said about you.
This career move I'm about to make is such an important step for me. I want to be sure I make no mistakes,
and explore as many options as possible before making a final decision. So, I thought you may be able to think of
organizations that might have a need for someone with my ability (specific impact, e.g., to increase market share and
penetration). Please understand that I'm not asking you for a job, nor do I expect that you'd know of any appropriate
openings.
"What I really hope to do, at this early stage of my campaign, is talk with some executives in the (name target
industries, e.g., banking and other financial services) industries to get a clearer understanding of current trends,
needs and issues in the (your functional, e.g., marketing and business development) area, as they see it. Given this
knowledge, I'll be able to approach organizations on a better informed basis, and can expect a better reception.
"I realize I've hit you cold, (name), and perhaps no individuals come to mind right now. If you're willing to
give this some thought, I'd be happy to call you back within a few days for any suggestions you may have. Some of
the kinds of folks you might be thinking of could be people you went to school with who have done well (alumni
directory), or individuals who used to be with (his employer), and have moved on to bigger things, or even someone
you know through a trade association or civic group. It might even be a neighbor, or a customer or vendor of (his
employer). Does that give you some ideas?"
Keeping References up to Date
During the job search process, you should go back to your references after you have submitted their names.
Since most reference checks will be conducted by telephone, you might suggest they keep your resume by their
telephone and call you after they are contacted.
Those individuals designated to check your references will sometimes ask your reference if there is anyone
else at ABC Company who is familiar with your performance and accomplishments. You should either recruit and
groom back-up references which your initial reference can provide if requested, or suggest that the reference state that
no one else would be qualified to comment. If you choose to have back-up references, each reference should have
the names of specific back-ups. Assuming you use two or three people to cover a segment of your background, they
might function together as a closed loop. Try to eliminate the possibility that potential employers could obtain a
reference from someone who is not ready, willing and able to do a good job for you.

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The Job Seekers Bible - How to Create Your Dream Job and Get It
References as Referrals
Be alert to the fact that references can frequently provide referrals to potential employers about whom you
may or may not already know. If they are agreeable, give them several resumes and ask if they would write a few
letters of introduction/recommendation on your behalf. Offer to help draft that letter.
An alternative would be to ask for names of people to whom you can write. The endorsement of your
reference should be cited in the first paragraph. Occasionally, a reference will be a decision-maker who could offer
you a job. Today there are fewer inhibitions about rehiring former employees. That possibility should be kept in
mind as you prepare your references.
Written References
In certain employment sectors, notably academia, non-profit and the public sector, written references are
preferred, and perhaps even required. This approach can also be advantageous for some business executives and
managers. This is especially true in cases where employment shifts are likely to make it difficult to obtain a solid
endorsement many years later. When you leave a position, you should simply ask your immediate supervisor to
provide a letter commenting favorably on your performance.
Conclusion
References can be one of your most valuable assets in a job search. Choose individuals with the most
impressive credentials, thereby making them the most credible, and who are the most enthusiastic communicators of
a powerful endorsement. They are the people whose endorsement will have the greatest impact. From my experience,
references are usually checked only to reinforce a positive impression you have already made. However, where there
are two close contenders, outstanding references have often been the deciding factor.

Ch. 13 Pg. 76

Chapter 14
The Power of Networking

Networking: the Single Most Powerful Job Hunting Strategy

Networking simply means getting personal introductions to people you do not know through people you do
know. In a job search, it's not so much WHAT you know, but WHO you know that matters most. This is because
everyone prefers to do business with those who they know ... like ... and trust. To illustrate the power of networking,
consider that you probably know ten people, and they each know ten people you do not know (10 X 10 = 100), and
they each know ten people you do not know (100 X 10 = 1000), and so on. Many people have conducted their entire
job search efforts using only this avenue. While that is not normally advisable, it does demonstrate the power of this
approach when used properly.
It is helpful to keep in mind when networking that every person you know could be pictured as the hub of
a wheel, with many spokes extending outward. At the end of each spoke is another person, who is himself a center
of influence at the hub of several contacts. Just for fun, take a piece of paper and diagram how this might work for
you. Start with a half-dozen friends, each of whom could introduce you to three people you do not know. See what
happens after a series of just six introductions!
6
x 3
18

Friends
Introductions
Contacts

1st series of introductions

x 3
54

Introductions
Contacts

2nd series of introductions

x 3
162

Introductions
Contacts

3rd series of introductions

x 3
486

Introductions
Contacts

4th series of introductions

x 3 Introductions
1458 Contacts

5th series of introductions

x 3 Introductions
4374 Contacts

6th series of introductions

A Story to Illustrate the Power of Networking

David Smith was an Account Executive in a Los Angeles advertising agency. One day he received a phone
call from a young woman, Daria Lynn, who said that his friend, John Davis, had suggested she call. She explained
over the phone that she was in Los Angeles for a few days, and that she was exploring job opportunities in the
graphics field. She requested a ten-minute visit with David at his office. David was happy to do this small favor for
someone who was referred to him by his friend.

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The Job Seekers Bible - How to Create Your Dream Job and Get It
The meeting took less than a minute, for David found out that Daria had no portfolio of her graphic work,
and indeed had no graphic experience at all! For the next nine minutes he tried in a friendly way to discourage her
from attempting to find a graphics-related job in Los Angeles, because he knew the competition for such jobs was
intense. He suggested that she try to use her writing and verbal skills instead.
Daria was persistent, however, and indicated she would keep trying. She thanked David for his input, and
as she was about to leave, asked if he knew anyone in the graphics field. After all, if she were going to try, she may
as well have the comfort of knowing that she sought out every avenue. David reeled off the names of three or four
designers and art directors who were suppliers to his agency. He warned her, however, that if they took the time to
see her, she could expect little encouragement. That was the last David saw of Daria. Their paths had crossed for
only ten minutes.
Imagine Davids surprise three weeks later when he received a letter from Daria, thanking him for helping
her to find "the ideal job." The letter went on to explain that Kent Lambert, one of the art directors he had mentioned,
had recommended that she speak to the director of graphics for a large toy organization. Kent knew the director was
bogged down with administrative details. He had remarked a week earlier that he needed someone to help him run
his department. Daria was hired with the understanding that, if she wished to develop artistic and graphic skills, she
could do so at the expense of the organization, and eventually work there as a designer. In any event, whether she
did that or not, she had a job working intensively in graphics.
In talking with Kent a week later, David remarked how fortunate it was that Kent had been able to help Daria.
Kent replied that, since she was David's friend, he was happy to help her. David quickly explained that she was not
a friend, merely someone he had talked to for a few minutes after she was referred to him by John Davis. Kent
seemed surprised. He had simply assumed, when Daria mentioned David's name, that David knew her well. It really
did not matter, since she was a very pleasant person, and Kent was happy to do what he could.
Two weeks later David met John Davis on the street, and explained how one of his friends had helped Daria,
the young woman that John had referred. David suggested that since she was John's friend, he should be sure to call
Kent and thank him. John responded that he did not know her, and in fact had never seen her, but had spoken to her
by phone. He was too busy to see her personally, but had given her David's name.
As it turns out, she had been referred to John by one of his friends, who had met her through still another
friend whom John did not know. When John later spoke to Daria, he learned that she had started this chain of referrals
and introductions on the East Coast. It turns out that David was the fifth person in a seven-person chain leading to
her ideal opportunity!
What do we learn from this story? The exceptional power of networking! It vividly demonstrates how, by
following a few basic principles, you can increase the number of opportunities available to you.
Two Objectives of Networking: Contacts and Introductions
Expand Your Base of Contacts
Networking is so powerful that it can actually increase the number of opportunities available to you by a
factor of 50 to 60, merely by expanding your base of contacts. And that may be a conservative figure. If Daria in
the previous story had started out with just three friends, and each succeeding person she met provided three additional
introductions, she could theoretically have reached almost 2,200 people! Now you can see why you will never run
out of contacts if you network effectively. Simply put, the more people you know, the more opportunities about
which you will know.

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The Power of Networking

Obtain Specific Personal Introductions
It has been suggested that there are not more than six people between you and any other individual in the
world that you want to meet. The difference between this objective and the first objective of expanding your base
of contacts, is that in this case, you may have a single specific individual you want to meet, with a specific agenda
in mind. If you wanted to meet the governor of your state, the President of the United States, or a famous movie star,
you need simply to determine which six individuals are between you and that specific person you want to meet.
For example, let us assume that you want to meet your states governor. You are a delegate to your partys
county convention, where you meet a publicist and fund raiser, who just happens to know the governor personally.
He is introduced to you by your attorney, who is a mutual friend. A short conversation results in an invitation from
your new acquaintance for you to attend a business luncheon where the governor is to be the keynote speaker. By
sitting at this mans table, an introduction to the governor would be simply a matter of the right opportunity presenting
itself as the governor leaves the luncheon. Your new friend simply says hello to the governor, then introduces you.
This process of networking introductions will work in virtually every situation you can imagine, with just about
anyone you would want to meet.
Networking with Friends and Acquaintances
Most job seekers know little about effective networking. They believe that they have done everything they
can to solicit help from their friends and acquaintances, when, in most cases, they have approached these people on
a rather casual basis. They probably do not spend more than five minutes requesting a favor tantamount to handing
them their next job.
You may have asked your friends for help in finding a new job: "Bill, Im looking for a new job. Would you
let me know if you hear of any suitable openings?" Your friend wants to help you, and will certainly keep you in
mind, Sure, Ill let you know right away if I hear of anything. As a matter of fact, feel free to use me as a reference.
However, within minutes, Bill is back to his normal day, and the thousands of other things that compete for his
attention.
Not only does Bill want to help you, he is capable of such. He just does not know how, and neither do you.
Bill is in a position to provide introductions to people who can be extremely helpful, but he was not asked for
introductions or referrals. Instead, he was asked about jobs. And, you did nothing to stimulate Bill's thinking about
the kind of people he might contact in your behalf, or even the kinds of positions that would be most appropriate.
Sample Dialogue to Follow up Your Friends & Acquaintances
You may either telephone your friends and acquaintances, or visit them in person. In either case, each of these
individuals should have already received a copy of your resume with the appropriate cover letter. See the sample
cover letters provided in Appendix J, "Letter Samples." After opening pleasantries, and an explanation of your current
situation, the conversation might go something like this:
"(Name), I really appreciate your help during my job search. I can use all the help I can get. So that you
will know what I am saying about myself, I have sent you a copy of my resume with a cover letter. Do you recall
receiving them? Have you had a chance to review my resume and letter? Do you have any constructive comments
on how I can improve my presentation of myself?"
This career move I'm about to make is such an important step for me. I want to be sure I make no mistakes,
and explore as many options as possible before making a final decision. Please understand that I'm not asking you
for a job, nor do I expect that you'd know of any appropriate openings.

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The Job Seekers Bible - How to Create Your Dream Job and Get It
"What I really hope to do, at this early stage of my campaign, is talk with some executives in the (name target
industries, e.g., banking and other financial services) industries to get a clearer understanding of current trends, needs
and issues in the (your functional, e.g., marketing and business development) area, as they see it. Given this
knowledge, I'll be able to approach organizations on a better informed basis, and can expect a better reception.
"I realize I've hit you cold, (name), and perhaps no individuals come to mind right now. If you're willing to
give this some thought, I'd be happy to call you back within a few days for any suggestions you may have. Some of
the kinds of folks you might be thinking of could be people you went to school with who have done well (alumni
directory), or individuals who used to be with (his employer), and have moved on to bigger things, or even someone
you know through a trade association or civic group. It might even be a neighbor, or a customer or vendor of (his
employer). Does that give you some ideas?"
Whenever your contact provides some names, try to get additional information about the organization and
individual. The better informed you are before approaching the referral, the more successful you will be. If your
contact identifies anyone who is of particular interest to you, continue with:
"(Name), that's just great! I wonder if I could ask one additional favor of you? Could you call (referral) to
let him know of my interest and plans to (try to get together for a brief meeting/call him within the next few days)?
Could you do that for me? Great! I really appreciate your help! I'll be calling (referral) within the next couple of
days and will be grateful if you can alert him ahead of time to expect my call. Then I won't have any difficulty getting
through to him."
Networking with Centers of Influence
Networking with influential persons is an excellent method of developing a wide network of personal
contacts, and it works because almost everyone wants to help someone who is looking for a job. You will probably
find that many of these contacts will be helpful to you long after you are in your new position. The only difference
between your personal contacts and influential persons, is that you already know the former, but the latter will
probably be strangers to you. Once you have made contact, however, they are no longer strangers, but instead become
personal contacts. Consider that each of your friends and acquaintances was a stranger at one point in time.
Primary Influentials
Your level of activity in this area depends on your positioning and objective. If you are in a professional or
middle management level or higher, then activity in this area should be high. If you are at a lower level, this avenue
probably will not be effective for you. This should include traditional centers of influence such as business
executives, board members, bankers, federal, state and local public officials, lawyers, certified public accountants,
insurance agents, stock brokers, sales persons, educators, clergy, and industrial development officials. Such persons
are referred to as Primary Influentials.
Secondary Influentials
No matter at what level you are, you can benefit by contacting people who are not normally considered
influential, but who may have some impact on your campaign. These are Secondary Influentials. They may be peers,
or even a level below your own, who already work for organizations you are targeting. They can be contacted ahead
of time to gain inside information before making your formal contacts. This same category includes suppliers,
customers or other people who might be familiar with a given industry.
Networking with Membership Organizations
An official of a business association, professional membership organization, trade or labor organization, civic

Ch. 14 Pg. 80

The Power of Networking

and social associations, political or religious organizations may provide introduction to employers who would be
appropriate for you. Examples to consider would be the Better Business Bureau, Chamber of Commerce, Rotary,
Kiwanis, Sales and Marketing Executives, Personnel Associations, Economic Development Agencies. Often, trade
and professional associations will have formal or informal position referral services, serving a clearinghouse role
matching candidates to known openings. The following example is from the Direct Mail/Marketing Association
(DMMA). Consult the Yellow Pages and Encyclopedia of Associations for listings and information on associations
and membership organizations.
Referral Service Example from Information Central: a DMMA Placement Service
Information Central, a division of DMMA, operates an informal job placement service for direct marketers.
They maintain active files of both job openings and candidates' resumes. This is how it works:
An organization with an opening need only phone or write Information Central with the details of the job:
title, experience required, salary range, responsibilities entailed and background. A search for compatible resumes
in the files will be made and the job will be kept open until they are notified it is filled.
A direct marketing professional seeking to change positions may send a copy of his/her resume to Information
Central. Copies will be sent to any firm with an opening that seems appropriate. Resumes are held on file until they
are withdrawn by the candidate. These placement files remain open to any member who wishes to evaluate positions
or candidates' resumes during a library visit. Neither the organization nor the candidate is charged a fee.
Additionally, they will provide a list of direct marketing Executive Search firms upon request.
Sample Dialogue to Follow up Influential Persons and Referrals
Phone Call
(Referrals name), (your contacts name) referred me to you as an influential person in the (referrals
industry, e.g., telecommunications) industry. I would really appreciate your help during my job search. So that you
will know about my background and qualifications, I have sent you a copy of my resume with a cover letter. Do you
recall receiving them? Have you had a chance to review my resume?
As (your contacts name) may have mentioned, and as you may have noticed in my resume, I have a strong
background and keen interest in (telecommunications, computers, and other high tech) industries. However, I
recognize that the better I understand industry trends and problems, especially as they relate to the (marketing and
business development) arena, the better my reception will be in approaching those firms. Your willingness to share
some insights with me would be of enormous value. I would like to meet with you for 10-15 minutes to learn from you
about (1) (telecommunications) trends and problems, and (2) organizations with possible current needs in the
(marketing and business development) area. Would it be convenient to meet this week or next for 10-15 minutes?
Personal Visit
(Name), I really appreciate your willingness to set aside some time out of your very busy schedule to meet
with me. As I mentioned on the phone the other day, I have a strong background and keen interest in
(telecommunications, computers, and other high tech) industries. However, I recognize that the better I understand
industry trends and problems, especially as they relate to the (marketing and business development) arena, the better
my reception will be in approaching those firms. My purpose in meeting with you today is two-fold: (1) get your
insights into (telecommunications) industry trends and problems, and (2) get your suggestions as to organizations
with possible current needs in the (marketing and business development) areas. Let me ask you .... (Draw from the
following:)

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The Job Seekers Bible - How to Create Your Dream Job and Get It
Firstly, regarding your insights into industry trends and problems, what do you feel are the most critical
issues facing the (telecommunications) industry today?
What kinds of chronic problems are they dealing with which might require changes or improvements in the
(marketing or business development) areas?
What kinds of presently unexploited opportunities do most organizations have in (marketing or business
development), and why do you feel they have not been successful in exploiting them?
How are these organizations trying to boost revenues? Profits? Productivity? Quality? Image? Trying
to cut costs? Inefficiencies? Customer complaints?
Remember that while the referral is discussing industry needs "at large," he is also reflecting on the needs of
his organization. As the rapport builds between you, you can subtly move off "at large" questions, and into more
traditional offensive questions such as:
"Have you folks tried (whatever) and had these results? What has been your experience with (whatever) and
what changes would you like to see? How are you handling the current (economic /competitive) situation? If there
were one change you could effect in (marketing or business development) area, what would it be?
"And lastly, with regard to organizations, which do you feel it would make the most sense for me to approach,
based on my skills in these areas? Could you recommend the name of a specific executive I could contact? (If so)
So that I'm less of a stranger to him, may I mention your name?"
You are impressing upon the referral your astuteness in "doing your homework up front," and that you are
not trying to land a position with his firm. This is not because you are not interested in the firm, but simply because
you recognize that the likelihood of his firm having a current need for someone of your capabilities is remote.
Basic Principles of Networking
In networking, you are seeking contacts and referrals. The following basic principles should be followed in
contacting friends and acquaintances as well as the other influential persons (centers of influence and officials of
membership organizations) whom you do not know.
Do Not Ask for the Impossible
Ask for the kind of help that friends and influentials can readily give. It is unrealistic to expect that they will
know of a suitable position for you at the moment you are searching for a new job. On the other hand, it is reasonable
to expect that they can think of at least four or five people who might be in a position to either provide helpful
insights, or refer you to still other people, or organizations about which you might not be aware.
Give Your Request the Serious Tone It Deserves
Do not ask casually, or you may get only a casual response. Make sure that your friends and influential
contacts have the time to listen to you carefully, and that they understand this is very important to you. Whenever
possible, arrange for a personal meeting which lasts for at least half an hour. However, ten minutes may be all that
is necessary to get the job done.

Ch. 14 Pg. 82

The Power of Networking

Provide Specific Direction and Stimulate Their Thinking
Do not request that they simply give it some thought. Instead, let them know the types of situations in which
you are interested, the kinds of organizations which most appeal to you, and those areas in which you are best able
to contribute. Channel their thinking toward certain types of industries and organizations, and certain types of people
they might contact. Explain that bankers, lawyers, accountants, salesmen, board members and others are especially
appropriate. This is because they regularly come into contact with many different businesses, and many different
people in those business organizations.
Maintain Contact on a Fairly Regular Basis
Do not make the assumption that because you have contacted someone once, he will spend a lot of time
thinking primarily of you. Each of us thinks primarily about our own opportunities and problems. Your situation is
likely to slip down on the scale of priorities quite quickly. For that reason, it is important to keep your friends and
acquaintances as well as other influential contacts informed of your progress on a periodic basis. You can use these
opportunities to further stimulate their thinking.
For example, a job seeker with a manufacturing background recently told a friend that he had been pleasantly
surprised to find some distributor organizations were interested in him. He therefore decided to pursue opportunities
in this field more aggressively. His friend had previously thought of him only in connection with manufacturing.
But, after that remark, he was able to provide him with introductions to three people who dealt with many distributors
on a regular basis.
Do Not Wait Too Long Between Calls
More than one job seeker has been told, when following up on friends after a number of weeks: "Oh, I thought
you already had a job. I heard about something two weeks ago, but the job is already filled. In fact, I recommended
somebody else. I had no idea that you would still be looking, because I had not heard from you in so long." You have
no idea how frustrating it can be to hear those words until it is you on the other end of the line.
Approach Your Friends and Influential Contacts on a Positive, Upbeat Note
Make your contact a pleasant experience for them. People tend to think more spontaneously and creatively
when the mood is positive. If you set a negative tone to the conversation, you will more than likely inhibit their
thinking. It will tend to embarrass them, and they will be anxious to end the conversation as quickly as possible. On
the other hand, a positive atmosphere will provide a certain momentum which is infectious. It will stimulate them
to think about new people and new situations you might search out.
You can begin right now by making a list of the different categories of people you personally know, or just
know of, and then list at least three names within each group. In many instances, this will start you off with a list of
50 or more friends, acquaintances and influentials, heavily stacking the odds in your favor. You can use the list below
to get started. Do it now.
Networking Sources of Contacts and Referrals
Personal friends
Friends of family
Relatives
Social contacts
Church contacts

Priests/rabbis/ministers/clergy
Neighbors/community contacts
Business associates/executives
Trade contacts
Professional/Trade association contacts

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The Job Seekers Bible - How to Create Your Dream Job and Get It
Business suppliers
Business customers/clients
Business competitors
Former contacts made in last job search
Public officials (federal, state, local)
Former employers
Business brokers
Bankers
Lawyers
Certified Public Accountants
Directors/trustees of organizations
Newsletter publishers/editors

Investment bankers/stock brokers

Educators/alumni contacts
Sales persons
Real estate agents
Insurance agents
Former professors/teachers
Creditors
Industrial development officials
Fraternal contacts
Trade journal publishers/editors

The Informational Interview

If you are changing careers, then exploring less familiar career areas, and getting information about potential
opportunities, is essential to increase your level of confidence and enthusiasm. The informational interview, or
meeting, serves that purpose, and has long been a key element in the career changing process.
A word of caution in this regard is appropriate. Do not attempt to turn an informational interview into a job
interview. This is because the purpose of each is quite different. The purpose of the informational interview is to get
information, never to sell yourself. Should you attempt to turn the informational interview into a sales presentation,
you will undoubtedly offend your host. He will feel betrayed and misled by a contrived plot on your part to secure
a job interview by ruse and guile. This kind of attempt will almost always backfire. You may have had a salesman
approach you with a survey only to turn it into a sales pitch. This is not the way to win the confidence or enthusiasm
of any individual.
Sample Dialogue for an Informational Interview
Phone Call
"(Referrals name), (your contacts name) referred me to you as an influential person in the (referral's industry,
e.g., telecommunications) industry. As he may have indicated, I have a keen interest in the (telecommunications)
industry, and feel confident that my background and capabilities lend themselves extremely well, and would allow
me to make a contribution there. But I can't be absolutely sure, since my experience in the industry is somewhat
limited. In any event, I recognize that the better I understand the industry, and its trends and needs, as they relate
to my capabilities, the better my reception will likely be in approaching such firms. Your willingness to share some
insights with me would be of enormous value. I would like to meet with you for 10-15 minutes to learn from you about
(1) (telecommunications) trends and problems, and (2) organizations with possible current needs in the (marketing
and business development) area. Would it be more convenient to meet this week or next for 10-15 minutes?
Personal visit
"Mr. Jones, I really appreciate your taking time from an obviously busy schedule to counsel me. As I
mentioned on the phone the other day, I feel my (your functional area, e.g., marketing) capabilities would fit well in
the (telecommunications) industry, but someone like yourself who's much more knowledgeable of the why's behind
principal current industry needs and trends can help me to confirm or revise my own assessment.
My purpose in meeting with you today is two-fold: (1) get your insights into (telecommunications) industry

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The Power of Networking

trends and problems, and (2) get your suggestions as to organizations with possible current needs in the (marketing
and business development) areas. Let me ask you .... (Draw from the following:)
Firstly, regarding your insights into industry trends and problems, what do you feel are the most critical
issues facing the (telecommunications) industry today?
What kinds of chronic problems are they dealing with which might require changes or improvements in the
(marketing or business development) areas?
What kinds of presently unexploited opportunities do most organizations have in (marketing or business
development), and why do you feel they have not been successful in exploiting them?
How are these organizations trying to boost revenues? Profits? Productivity? Quality? Image? Trying
to cut costs? Inefficiencies? Customer complaints?
Remember that while the referral is discussing industry needs "at large," he is also reflecting on the needs of
his organization. As the rapport builds between you, you can subtly move off "at large" questions, and into more
traditional offensive questions such as:
"Have you folks tried (whatever) and had these results? What has been your experience with (whatever) and
what changes would you like to see? How are you handling the current (economic /competitive) situation? If there
were one change you could effect in (marketing or business development) area, what would it be?
"And lastly, with regard to organizations, which do you feel it would make the most sense for me to approach,
based on my skills in these areas? Could you recommend the name of a specific executive I could contact? (If so)
So that I'm less of a stranger to him, may I mention your name?"
Three Possible Outcomes of a Networking Contact
1. Very useful market intelligence which will assist you in approaching organizations in that industry in a
more effective manner.
2. A referral or two from the referral.
3. A determination by the referral that he would like to explore further with you the possibility of your being
able to help his organization in one or more of the problem/opportunity areas discussed earlier. Make no mistake
about it. From the moment you walk into his office, he is appraising you as someone who might be able to help him
accomplish something he would like to do.

Ch. 14 Pg. 85

Chapter 15
Identifying Imminent Job Opportunities

What Is An Imminent Job Opportunity?

Approximately 20% of all employers have imminent needs for individuals, but are either waiting on
contingencies to develop, or a job to be defined. These developing needs are in the early, formative stages, without
any real urgency, and are referred to as imminent job opportunities Examples of contingencies that might construe
an imminent opportunity might include: a pending contract, a pending retirement, more favorable interest rates, a more
favorable economy, construction or other project completion, board or committee approval, and the outcome of a
political election.
An imminent job opportunity can be utilized by a job seeker to uncover or create employment opportunities.
Anything that has happened, is happening, or might happen in any working environment of interest can present an
imminent job opportunity.
Why Are Imminent Opportunities Important?
Philosophically, change is inevitable, and all change represents an opportunity. Organizations need help
dealing with change, and you may be able to provide that help. Imminent opportunities can be advantageous to you
in several ways:
1. They allow you to have greater control over "being at the right place at the right time."
2. Capitalizing on an imminent opportunity can give you a competitive edge over candidates who appear
to be "qualified," and simply rest on their laurels. This is because jobs are awarded to individuals for reasons other
than the face value of their "traditional" qualifications. By demonstrating your enthusiastic attitude and a desirable,
assertive nature, you make a dramatic, positive impression. By demonstrating your confidence in your capabilities
to contribute by your initiative, creativity, perception, resourcefulness, originality, foresight, etc., will positively
influence a hiring decision.
3. Your imminent opportunity appeal may focus on an immediate need of the organization at an opportune
time early in the window of opportunity.
4. Making yourself known through a meaningful communication saves an organization money on recruiting
expenses. They will prefer you, in part, for this reason.
5. By pursuing imminent opportunities you increase your marketability by avoiding competition. The
concept allows you to attract attention and schedule interviews before the competition emerges.
6. Since a specific job may not necessarily yet be defined, the employer is more open to suggestions and
general discussion. The opportunity to "create" an ideal job description is more possible.
7. Barriers normally erected by personnel departments and secretaries can be circumvented by pursuing
imminent opportunities. For the most part, you are communicating directly with the hiring decision-maker.

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Identifying Imminent Job Opportunities

8. The imminent opportunity allows you to formulate a tailored introduction letter proactive approach which
highlights relevant information about the organization's situation and your capability. The approach does not require
you to furnish complete details concerning your background, allowing you to suppress liabilities.
9. Your correspondence can serve as an ego boost to the reader, and be quite favorably received. It shows
that the public is aware of the organization's activities. Your contact can be a pleasant interruption in a hectic business
day. You will be fostering a friendship at a high level and working to develop what could become a valuable personal
contact.
10. The very approach you are using indicates a sincere interest in the organization. Firms like to hire people
who really want to work for them.
The techniques for capitalizing on "imminent opportunities" are among the most powerful approaches among
all interview-producing methods. It takes a modest amount of work to locate them, and a little creative effort to
capitalize upon them. However, your investment of time is likely to produce exceptional rewards.
How to Find Imminent Job Opportunities
You do not have to look far for imminent opportunities. They pass in front of you on a daily basis. Up to
this point you probably have not capitalized on this information. In general, imminent opportunities can be identified
only by being aware of events and trends, and by being at the right place at the right time.
You should understand that half of these opportunities will get filled prior to the point of the employer
aggressively trying to fill it as an existing job opening. What happens is that, as needs are defined, firms find they
already know of someone, and as the job is formulated, it is promptly filled by that individual. Over time, the other
half of these imminent opportunities eventually may become the job opening segment of the market. As those jobs
get filled, the process then repeats itself. With imminent job opportunities, traditional job hunting methods are almost
completely useless, because job seekers are trying to pursue a job that has not yet been defined. The opportunity is
there, but the defined job does not yet exist.
For example, the typical approach, Hi, my name is (Jan Hansen), and I'm looking for a job. Are you hiring
... do you have any openings ... can you use someone like me ... can I send you my resume ... fill out an application
... schedule an interview ... have an hour of your time ... would you call me ... do you think that might be possible ....
?" would receive a no answer because there is no current job opening.
On the other hand, a proactive approach in this segment would be much better received: "Hi, my name is (Jan
Hansen). I've been aware of your company for some time now, and I have a strong interest in working for you. I
would like to meet with you and explain why, and show you what I can do for you."
Newspapers
Well-known newspapers (The Wall Street Journal, USA Today, The New York Times, etc.) and local
newspapers from your area of geographical preference (Miami Business Journal, Atlanta Business Chronicle, Houston
Business Journal, Hampton Roads Business Weekly, The Enterprise, etc.) provide a wealth of information. This can
include feature articles, product or organization advertisements, highlights of personalities on the move in business,
industry surveys and the classified section.

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The Job Seekers Bible - How to Create Your Dream Job and Get It
Magazines
General news and business magazines (Fortune, Business Week, Forbes, Venture, Inc., U.S. News & World
Report, Time, etc.) and periodicals from a specific geographical area (Business Atlanta, New Jersey Monthly, New
England Business, The New Yorker, Utah Business, etc.) as well as local and state Chamber of Commerce and
Economic Development publications can provide an abundant source of imminent opportunity situations.
Trade and Professional Journals
Industry and professional magazines are an excellent way to keep abreast of the current happenings in a
particular field of interest to you. Many associations publish professional magazines, directories, trade catalogs or
news letters. Valuable data concerning professional trends, and names of key influentials, can be obtained from a
journal article or membership directory.
Two excellent resources for obtaining names of trade and professional journals, and related periodicals, are
Working Press of the Nation, Volume 2, and Gale Directory of Publications. They are perhaps the best business and
general library resources that can give you complete information concerning lists and types of service, trade,
professional, industrial and technical periodicals of interest to you. See the "Bibliography" for references to additional
directories of periodicals.
Frequently, specialists and individuals who have been in their field for many years are surprised when they
see a complete list of pertinent trade publications. Often there will be several sources that are unfamiliar, yet very
valuable to a job seeker.
In Appendix L, "Sources of Job Announcements," is provided a list of periodicals by occupation which are
known sources of job announcements. Although not complete, it should be helpful in getting you off to a good start.
The following is a partial listing of trade publications in the computer industry. In fact, over 2,000 periodicals relating
to the computer industry are listed in Ulrich's International Periodicals Directory. Virtually any field of interest will
have a similar list.
Computer
Computer Dealer
Computer Design
Computer Products

Computerworld
Computer Daily
Computer Graphics World
Computer Technology Review

Computer Product News

Computer Retailing
Computer Systems News
Computer Graphics

Television and Radio

The news, commercials, commentaries and talk shows will also provide valuable information pertaining to
new products, business and consumer issues.
Being There
Do not overlook the power that first-hand information can offer you. Attendance at speeches, seminars, trade
shows and conventions should be part of any professional's career development. You do not have to be a member
to attend most events. A business card is often sufficient for admittance.
Utilize this time to obtain information regarding products, industries and key individuals. This information
may be in the form of a trade show directory, product literature, etc. Chance meetings, social events or an impromptu
walk-in to an organization of interest are also ways in which you can gather information and generate interviews.

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Identifying Imminent Job Opportunities

How to Assess an Imminent Opportunity
In order to properly assess an imminent opportunity, you need to let your creative energy begin to work for
you. Ask yourself: "What need(s) of the organization can I project from this situation that could mean a job for me?"
Be sure to "read between the lines." Be a possibility thinker; look for the possibilities.
Once you have identified an imminent opportunity which is pertinent to a single organization, you should
make a direct plan of application of that same situation to other organizations in the same business. Do a little
research beyond the imminent opportunity. An excellent reference source is Predicasts F&S Index, which abstracts
articles in business magazines and newspapers. F&S is organized by specific organization names and by subject.
By talking to competitors, you may surface additional information. Often an entire industry is similarly
affected. Check with your library. They often subscribe to clipping services which would provide you access to
articles and information you will need.
Use techniques followed by individuals in sales. For example, an insurance salesman will follow birth
announcements or home sale transactions to uncover business potential, and generate leads. Construction materials
salesmen contact people who apply for building permits.
What to Look For: People, Places, Things
Information About Individuals in Management
1.
2.
3.
4.
5.
6.

Promotions
Transfers
Retirements
Resignations
Deaths
Management Profiles

Change in management can mean two things: (1) a position has been vacated, and (2) the executive in a new
position may be getting rid of "dead wood" to bring new people on board who will better fit a personal management
style and way of thinking, as well as a new direction for the organization.
Information About Organizations
1.
2.
3.
4.
5.
6.
7.
8.

Rapid Growth
Relocation
Expansion
New Plants, Offices, Leases
Acquisitions
Mergers
Divestitures
Capital Equity Offerings

Change in organization status through new ownership or location routinely suggests a need for new personnel,
since a substantial percentage of an existing staff is usually unwilling to relocate. Also, new management typically
feels it can do better and wants to bring "new blood" into the organization.

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The Job Seekers Bible - How to Create Your Dream Job and Get It
Information About Products/Services
1.
2.
3.
4.

New Products
Product/Industry Trends
Troubled Products/Industries
Major Price Changes

An upward or downward swing of an industry or product denotes a need for help in effecting cost reductions,
business turnaround, etc. New talent is often essential to bring this about.
Situations to Consider in Finding Opportunities
Indication of Growth
1.
2.
3.
4.

Growth in a particular department or division of an organization

Overall growth in an organization (revenues, products, personnel)
Industrial growth within a particular geographical location
Capital investment programs

Indication of Problems
1.
2.
3.
4.
5.

Poor earnings report

Declining sales
Deteriorating financial or business conditions
Escalating costs
Any problem which you have the expertise to help solve

Indication of Changes
1. Change in management style/philosophy
2. Change in organization's emphasis; e.g., shift from R&D to marketing
3. Change in management personnel
Indication of Growing Needs
1. Need for additional staff to meet government regulations
2. Need for additional staff to keep up with consumer demands (sales, customer service, production, etc.)
3. Advertised need for staff in production, engineering or sales departments may mean eventual need for
additional staff in personnel, administration, finance, senior management, etc.
Questions to Ask Yourself
1. Does the situation suggest that there will be a need for additional people?
2. Is this a situation where my capabilities might be useful?
3. What could I do to help these people? This organization?
How to Pursue an Imminent Opportunity
One effective approach in using imminent opportunities is to send an individually typed introduction letter
with a phone call follow-up. The basic content of your letter can be adapted from the source article and the content

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Identifying Imminent Job Opportunities

of your basic resume. The more you relate to the situation, the better your chances of success in scheduling an
interview. An example of an introduction letter format for imminent opportunities is provided at Appendix J, "Letter
Samples."
Your goal in the letter is to write opening comments that will make your communication different from most
applications for employment. It is designed to focus on something that will be of concern to the recipient. The initial
thought is intended to arouse interest and gain attention, while the second thought is to offer some form of help, ideas,
assistance, etc. Specificity and relevance are the keys. By offering help, compliments or insights, you foster rapport
with high level people who could employ you or give you leads to potential job openings. These individuals could
become contacts you could use throughout your career.
It may be appropriate to make a copy of the article and attach it to your letter. This can be an extra impact
device for motivating a response. Letters with attachments tend to get past the secretary more readily. The objective
is to stimulate a favorable response to your follow-up call.
Your imminent opportunity correspondence should direct itself to the employers' recent success, problems
or change. Avoid false flattery and an excessive emphasis on the benefits you are seeking rather than the benefits to
the potential employer.
Sample Imminent Opportunity Possibilities
Classified Help Wanted Ads
You might deduce from large scale hiring activities that needs may be imminent for management of these
individuals. Additionally, there could be opportunities emerging or existing that are not being advertised. For
example, a senior-level Engineering Manager deduced that firms running massive ads to recruit various types of
engineers must eventually need some top talent to manage projects requiring hundreds of new engineer recruits.
Promotions
News of an executive's promotion, or the recruitment of a new senior manager, is a basic indication of
opportunity. Rarely will an executive keep all of an inherited staff. Several new hires usually occur during the first
six months. For example, an Assistant Product Manager reads that a competitor firm recently appointed a new V.P.
of Marketing. The article is in a trade magazine which is two months old. By this time the new executive has been
in his job three to four months and has had the opportunity to size up his inherited marketing team. The arrival of a
creative letter from the Assistant Product Manager accelerates termination of an existing Product Manager. The
position is filled by the former Assistant Product Manager who achieved promotion.
Construction and Remodeling
New building construction, remodeling, and even new office space leases, often suggest business expansion.
Firms often move rapidly to fill up expensive space by hiring from outside. An observation of structural steel work
going up, or landscaping, or a new office space sign, etc., indicates that there will be jobs in that new building which
do not exist today. Find out who is moving in and you will be the astute candidate who gets there first.
Organization Growth
Being aware of organization growth can lead you to unadvertised, imminent opportunities. For example, an
Assistant Controller read an article about the growth of an air freight organization. In his correspondence he brought
to their attention their need for an individual who could help control their growth. His operational orientation could

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The Job Seekers Bible - How to Create Your Dream Job and Get It
help do that for them. He was called in for an interview and offered the Controller position.
Raising New Capital
Raising new capital through public offerings, or major bank financing, normally indicates that a firm is
planning business development, or trying to solve a financial crunch. In most instances, some portion of the new
funds will be spent on hiring additional personnel.
Creative Approach
Sometimes being a creative, possibility thinker can help you to explore imminent opportunities. For example,
an unemployed materials management executive who was interested in major pharmaceutical firms prepared an
inventory-to-sales ratio chart for the top 25 firms in the industry. Some had deteriorating performance, and others
were below average. The first paragraph of his imminent opportunity letter pointed out that he had been in charge
of a worldwide inventory reduction project for XYZ Drug Company. His past efforts had reduced investment from
$520 million to $480 million. The second paragraph commented on the trend in that organization and offered his help,
ideas and assistance. Positive responses were obtained from several of those companies.

Ch. 15 Pg. 92

Chapter 16
Finding Employers & Job Openings

376 Internet Job Search Engines and Job Posting Sites

The comprehensive list below contains the 376 top career sites on the Internet, courtesy of Career Wise
(www.careerwise.biz), OiSolutions (www.oisolutions.com), and Insalas EmploymentTalk (www.insala.com). They
all offer job advertisements that are free to job seekers, and have been selected from thousands of employment-related
websites. Many offer additional resources including resume databases, industry news, and links to related websites.
Meta Job Search Internet Sites
Use these tools to access jobs sourced directly from employer's websites and multiple job boards at one time.
These tools offer great ways to tap into the "unadvertised/hidden job market" and do a quick sweep of the Internet
for jobs. Site Ratings: Sites are rated on a combination of the following factors.
*****
****
***
**
*

Superior
Very Good
Good
Fair
Adequate

ease of use
number of jobs
job matching accuracy (jobs found match criteria entered)

www.Alljobsearch.com. This job search engine lists jobs from many resources in one place. This site
searches hundreds of job sites, professional sites, employers sites, newspapers and newsgroups. Job match
is fair depending on the site source, some sites and listservs do not process the keyword search criteria.
If there are no job matches on the site, it will default to the site's search page. Rating: *** Thousands of
Jobs.

www.DirectEmployers.com. DirectEmployers.com is the first cooperative, employer-owned job search

engine. Its indexing technology accesses a large number of jobs mainly from companies hiring directly
(some staffing agencies as well). You can search by industry, company and location and link directly to
job listings on hundreds of individual company websites. It makes available thousands of jobs, many of
which are not listed on the major job boards. You apply for a job directly to the company. The site offers
detailed search options, the job matching accuracy is fair, but the resulting detail for each job is excellent
since you are brought directly to the job posted at the company`s website. Direct Employers was created
by a consortium of 23 large companies in including Compaq Computer, IBM, GE, Intel Corp., Unisys,
Cisco, Mutual of Omaha, Nestle, Sprint and SAP America Inc. Rating: **** 160,000 Jobs.

www.Flipdog.Monster.com. Flipdog is not a job board. Instead it is a powerful web crawler that
sources jobs directly from over 58,000 employer websites. Consequently, many of the jobs are not found
on other job sites. The site offers detailed job options and the ability to search multiple locations at once.
The job matching accuracy is excellent as close to 100% of the jobs found, match the keywords entered.
Rating: ***** 299,000 Jobs.

www.JobSniper.com. Job Sniper allows you to search up to 20 different job boards at one time. The

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20 boards include some of the big, well known sites. The job search criteria is limited to keywords and
location. The job matching accuracy is good as in most cases the jobs found match the criteria entered.
Accessing the jobs is a 3 -step process (a little more cumbersome than the other meta-job search tools).
Rating: *** 1,000,000 Jobs.

www.Staffinglinks.com. This Career Resource Center offers multiple resource directories including
Jobs Metasearch. The search engine searches 4 major job boards including Monster and Hotjobs by
keyword search. The job matching is excellent. Please note that some search engines are subject to timing
out so you may have to run searches on 2 job boards at a time. The site also interfaces with additional job
boards available for individual searches directly from the staffinglinks search page. Rating: ***
Thousands of Jobs.

www.TopUSAJobs.com. This web crawler scans 20+ niche job boards. The site offers detailed job
options and the ability to search multiple locations at once. The job matching accuracy is excellent as
close to 100% of the jobs found, match the keywords entered. Rating: **** 171,000 Jobs.

www.WantedJobs.com. Save time by searching major job posting sites simultaneously offering access
to over 3 million US jobs. This tool offers a great way to skim the surface of multiple job boards for
opportunities. Rating: ****.

www.Workzoo.com. This meta job search tool allows you to search up to 20 large popular job boards
at one time. Search by category, location, keyword or browse the job directory by category. The job
match accuracy is excellent. Note that duplicate postings may appear in the results. Rating: ****
Thousands of Jobs.

Generic Internet Job Posting Sites

These top sites are rated and evaluated on a 5 star scale. They contain jobs across multiple industries and
functions. Searching these sites will uncover additional jobs the Meta Job Search Tools don't capture.
*****
****
***
**
*

Superior
Very Good
Good
Fair
Adequate

ease of use
number of jobs
job matching accuracy (jobs found match criteria entered)

www.AmericasJobBank.com. Perhaps the largest job board in existence, America's Job Bank is the
resulting effort of the US Department of Labor, all 50 states' employment offices and the private sector.
The site is very cumbersome to navigate requiring you to click through many pages to get to the complete
job descriptions. However, the large number of jobs makes this a worthwhile site to search. Rating: ****
1,000,000 jobs.

www.BestJobsUSA.com. This site offers archived jobs from over 300 major newspapers employment
sections. The search criteria are not very detailed and many of the jobs are more than 30 days old. You
can search only one location at a time. Rating: * 15,000 jobs.

www.CareerBuilder.com. This site offers a very large database of jobs, which can be accessed through
flexible, detailed search criteria. The job-matching accuracy is only fair. The resulting job descriptions
are detailed, but lack dates. The size of this database makes it a required site to visit. Rating: ****
300,000 Jobs.

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www.CareerExchange.com. This site is fairly easy to navigate, and the job search criteria are excellent.
You can search on job titles as well as the entire descriptions. Keyword searching is excellent and the job
matching accuracy is 100%. The returned jobs are dated and offer salary ranges. Rating: ** 10,000 jobs.

www.CareerJournal.com. By the Wall Street Journal, this site is mainly targeted toward management
professionals. It does, however, have a large number of jobs at all levels. The search options are detailed
and you can search against the job title field with a resulting 100% job matching accuracy. The keywords
are highlighted in the jobs found. Rating: **** 35,000 jobs.

www.Careermag.com. This website offers an online employment magazine format. The job search
options are limited with no selections for industries or functions. You can search job titles by keywords
and the job matching accuracy is 100%. You must register (free) to view the complete job details.
Rating: ** 50,000 jobs.

www.CareerShop.com. This site is very easy to navigate. The job search criteria are somewhat limited
and the job matching accuracy is fair. Multiple locations can be searched at one time. Rating: * 10,000
jobs.

www.CareerSite.com. This site offers a database of employment classified ads from local newspapers
that can be searched geographically or by newspaper name. The search process is cumbersome, and the
job matching accuracy is fair to poor. The site however, offers jobseekers the alternative of searching
their local newspaper job ads online, instead of reading through the classifieds. Rating: * 20,000 jobs.

www.craigslist.org. This site lists a wide variety of jobs nationwide. You can search by industry,
company and location. It makes available thousands of jobs, many of which are not listed on the major
job boards. You either apply for a job directly to the company or blindly through the website.

www.DirectEmployers.com. This is the first cooperative, employer-owned job search engine. Its
indexing technology accesses a large number of jobs mainly from companies hiring directly (some
staffing agencies as well). You can search by industry, company and location and link directly to job
listings on hundreds of individual company websites. It makes available thousands of jobs, many of
which are not listed on the major job boards. You apply for a job directly to the company. The site offers
detailed search options, the job matching accuracy is fair, but the resulting detail for each job is excellent
since you are brought directly to the job posted at the company`s website. Direct Employers was created
by a consortium of 23 large companies in including Compaq Computer, IBM, GE, Intel Corp., Unisys,
Cisco, Mutual of Omaha, Nestle, Sprint and SAP America Inc. Rating: **** 160,000 Jobs.

www.EmploymentGuide.com. This site is easy to navigate and offers good job search criteria. The job
matching accuracy is only fair, but the keywords searched upon are highlighted in the jobs found.
Multiple locations can be searched at one time. Rating: * 35,000 jobs.

www.JobBankUSA.com. This site is very easy to navigate, but it offers limited job search criteria (you
cant search on industry or job function).The keyword searching results in very low job matching
accuracy. The resulting jobs are dated and offer salary ranges. You can only search one location at a time
or all US. Rating: * 10,000 jobs.

www.JumboClassifieds.com. This site offers very good search criteria. You can search against the job
title field and the job matching accuracy is 100%. In addition the keywords are highlighted in the returns.
Multiple locations can be searched at one time. Multiple advertising windows continually pop-up during

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The Job Seekers Bible - How to Create Your Dream Job and Get It
the job search process, but the volume of jobs is worth the visit. Rating: *** 80,000 jobs.

www.Monster.com. One of the first, and currently most popular careering sites, monster offers jobs in
all industries and functions. The site is easy to navigate and offers simple search options. You can search
multiple locations at one time, but a small keywords search box limits keyword searching. The resume
posting process is tedious, but gives good exposure. It is one of the largest jobs databases available.
Rating: ***** 800,000 Jobs.

www.NationJob.com. The largest site originating out of the Midwest, nationjob.com has evolved to
include jobs across all of the US. One of the most tedious sites to search, you are required to drill down
through numerous pages, forced to make many criteria selections before accessing the resulting jobs. The
jobs are not dated, which is also frustrating. This is still a site worth searching. Rating: *** 40,000 jobs.

www.Net-Temps.com. Dont be misled by this sites title there are a large number of permanent jobs
listed here along with temporary jobs. Accessing the search options can be confusing, and they are
somewhat limited. But job-matching accuracy is good with most of the returned jobs matching the
keywords entered. You can only search one location at a time, but the resulting contact information is
very clear. Rating: **** 33,000 permanent jobs.

www.RecruitersOnline.com. This site offers jobs from recruiters, headhunters and professional staffing
firms. Overall the keyword searching provides fair match accuracy. The contact information is clear and
detailed. The fairly large number of jobs makes this site worth visiting. Rating: ***.

www.TrueCareers.com. This site, geared toward college-educated professionals, offers opportunities

mainly from companies hiring directly. Powered by CareerCast, the site offers detailed search options,
and the job matching accuracy is good. You can search multiple locations at one time. Rating: ***.

www.Vault.com. Known as the insider career network, vault.com has compiled information on over
3,000 companies and 70 industries revealing what life is like in those companies and industries. The site
is easy to navigate and the job search criteria are very good. Job matching accuracy is strong with a
majority of the returned jobs matching the keywords entered. Rating: ***.

www.HotJobs.Yahoo.com. This site advertises jobs posted by employers and by search firms. The site
is easy to navigate, but search options are weak. You may only search one location at a time, or all US.
You are required to submit your profile/resume in order to set up Job Search Agents. The resume doesnt
have to be placed in their database however. Rating: *****.

Niche Specialty Internet Job Posting Sites

Access the top career sites for over 30 major industries and/or job functions. Use these sites to supplement
the jobs found through the Meta Job Search Tools and the Generic Job Listing Sites.
Accounting/Financial Services/Banking Internet Job Posting Sites

www.Accounting.com. This site offers a searchable database of jobs in the accounting field. The
majority of jobs are for accountants, but some jobs for controllers, vice presidents and directors exist as
well.

www.AccountingProfessional.com. Part of the CareerMarketplace Network, this site offers a searchable

database of accounting related jobs.

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Association For Financial Professionals (208.158.238.164). Formerly the Treasury Management

Association, this site offers a searchable database of jobs in the financial field, many specializing in
treasury operations. You must first register (free) to apply for any of the positions.

www.BankJobs.com. Focused on the banking professional, this site offers a fairly large, highly
specialized, listing of jobs for bankers.

www.BrokerHunter.com. This online community, dedicated to the securities industry, offers a

searchable listing of jobs ranging from trainees to managers.

www.CareerBank.com. This site offers a large searchable database of jobs in the accounting, finance
and banking fields. The jobs range from entry level to executive located across the US.

www.CFO.com. Catering to senior level financial executives, this site offers a small, searchable
database of jobs for CFOs, vice presidents of finance, controllers and directors of finance.

www.eFinancialJobs.com. Serving Accounting, Banking, Finance professionals, this site features a

searchable listing of positions of all levels.

Financial Executives International (www.fei.org). This site offers a searchable database of jobs for
financial executives mainly for the Director level and above.

www.Financial-Jobs.com. This site provides a searchable database of positions in the accounting,

banking, corporate finance, and investment fields.

www.FinancialPositions.com. This site offers a searchable database of financial and accounting jobs.
The jobs range from entry to executive level, and from pure accounting roles to jobs in the financial
services industry.

www.JobsInTheMoney.com. This site offers a large searchable database of jobs in banking, insurance,
accounting, investment, and corporate finance.

www.JustAccountingJobs.com. A member of the JustMyJobs.com network, this site offers a database

of postings for accounting professionals.

National Banking & Financial Services Network (www.nbn-jobs.com). This site offers financial,
banking and accounting jobs. To view complete job details, you must complete their free registration
process that includes submitting your profile.

www.TaxTalent.com. Focused on the tax professional, this site offers a specialized listing of jobs.

Administrative/Office Support Internet Job Posting Sites

www.AdministrativeAssistantJobStore.com. This site offers a small database of administrative

assistant jobs.

www.JustAdministrativeJobs.com. This site offers a small, but targeted listing of administrative jobs.

Advertising/Public Relations Internet Job Posting Sites

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The Job Seekers Bible - How to Create Your Dream Job and Get It

AdAge Career Center (www.crain.com/classified/adage). This site offers a small, searchable database
of the classified ads posted in Ad Age.

www.AdWeek.com. This site offers a small, searchable database of jobs from Adweek Magazine. Upon
free registration, you can access a larger database of more current openings.

American Advertising Federation (www.aaf.org). The American Advertising Federation offers a

searchable database of jobs in advertising, marketing and public relations.

www.PRWeekJobs.com. This site offers a small, searchable database of jobs for PR professionals. You
must complete the free registration to view the jobs.

Public Relations Society of America (www.prsa.org). This site provides a small, searchable database
of public relations positions.

www.TalentZoo.com. This career site for advertising professionals offers a listing of job postings.

Agriculture/Forestry/Environmental Internet Job Posting Sites

American Society of Agronomy, Soil Science Society of America, Crop Science Society of America
(www.asa-cssa-sssa.org). This site offers international job opportunities from the Crop Science-Soil
Science-Agronomy News.

American Society of Landscape Architects (www.asla.org/nonmembers/joblink). This society offers

JobLink, a listing of landscape architect related positions.

American Water Works Association (www.awwa.org/careercenter). This international nonprofit

scientific and educational society is dedicated to the improvement of drinking water quality and supply.
It offers a full spectrum of jobs in the water supply industry.

www.EarthWorks-Jobs.com. This site offers listings of job opportunities in geoscience, environmental,

agriculture, forestry, ecology, meteorology, oceanography, hydrology, soil, GIS, energy, oil, mining and
related fields.

www.EcoEmploy.com. Along with a listing of environmental jobs, this site offers a powerful collection
of links to environmental jobs in the government, environmental agencies and environmentally related
companies in both the US and Canada.

www.EHSCareers.com. This career site provides career opportunities and information for
environmental, occupational health, and safety professionals.

Environmental Careers Bulletin (www.eceajobs.com). This site offers a nice database of

environmental jobs that can be searched by approximately 80 environmental specialties, location and
date.

www.EnvironmentalCareer.com. This site offers a listing of environmental jobs mainly for biologists,
environmental planners, scientists, and environmental/civil engineers.

www.EnvironmentalEngineer.com. This site offers a searchable database of jobs focused on

environmental engineering and management positions.

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Finding Employers & Job Openings

www.Farms.com. This site offers a searchable database of all levels of jobs in the various specialties
in the agricultural industry.

Global Association of Online Foresters (www.foresters.org). This site offers a very small, targeted
listing of jobs in the forestry industry for positions in government, educational institutions, research
centers and forestry-related companies.

Green Dream Jobs (www.sustainablebusiness.com/jobs). The jobs section of Sustainable Business,

this site provides a searchable listing of business and environmental jobs posted by environmentally
responsible employers.

www.HorticulturalJobs.com. This site offers a small database of horticultural jobs searchable by

various specialties (botanical gardens, floriculture, irrigation, etc.).

www.JobReservoir.com. This site offers a small, but highly targeted database of water and wastewater
employment opportunities nationwide.

National Arborist Association (www.natlarb.com). This site offers a small listing of jobs in the tree
care industry.

www.Organic-Research.com/jobs. This online community, dedicated to organic farming and food,

offers a searchable listing of jobs ranging from internships to senior management.

Animal Health Internet Job Posting Sites

American College of Laboratory Animal Medicine (www.aclam.org). This site offers a small, but
highly targeted listing of veterinary positions at the senior level, and many in academic institutions.

American College of Veterinary Internal Medicine (www.acvim.org). This site offers a very small,
but targeted database of jobs in the veterinary specialties of internal medicine, cardiology, neurology and
oncology.

American College of Veterinary Pathology (www.acvp.org). This site offers a very small, but highly
targeted database of professional classified announcements published in the Veterinary Pathology
Journal.

American College of Veterinary Radiology (www.acvr.ucdavis.edu). This site offers a small database
of international jobs focused on veterinary radiology. Many opportunities are in academic institutions.

American College of Veterinary Surgeons (www.acvs.org). This site offers a small database of
veterinary surgical jobs.

American Fisheries Society (www.fisheries.org). This site offers a listing of jobs in the fisheries and
watershed industry. Many jobs are for biologists from entry to Ph.D. level.

American Society of Limnology and Oceanography (www.aslo.org/jobs). This site offers a listing
of jobs in the areas of limnology, oceanography and related aquatic science.

American Veterinary Medical Association (www.avma.org). This site provides a searchable database

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The Job Seekers Bible - How to Create Your Dream Job and Get It
for veterinary medical professionals.

American Zoo and Aquarium Association (www.aza.org/JobListings). This site provides a small
listing of job opportunities posted by AZA-accredited zoos and aquariums.

Aquaculture Network Information Center (www.aquanic.org). This site offers listings of jobs (some
international) in all areas of aquaculture.

Aquatic Network (www.aquanet.com). This site offers listings of jobs in the fishery, marine ecology,
and oceanography industries.

www.VeterinaryLife.com. This site offers listings of current veterinary and clinic jobs available
internationally.

www.VetQuest.com. Over 25,000 veterinary hospitals and clinics in the United States, Canada and
Europe post positions for qualified veterinary specialists and consultants.

Architecture/Construction/Trades Internet Job Posting Sites

www.AECJobBank.com. This site focuses on the architecture, engineering and construction industries.
It offers a database of jobs that are grouped by specialty within each of these industries.

American Institute of Architects (www.careercenter.aia.org). Focused on architectural professions,

this site offers a searchable database of opportunities.

American Planning Association (www.planning.org). The APA Jobs Online service is available to
its members and the public. It provides a searchable listing of positions related to urban, suburban,
regional and rural planning.

www.ConstructionExecutive.com. Linked to sister site, A/E/C JobBank, this site offers a database of
jobs for architecture, engineering and construction executives.

www.Construction.com. This site offers listings of architectural jobs from the Architectural Record
Magazine and construction management jobs from Engineering News Record. Many of the jobs are from
search firms specializing in the construction industry.

www.ConstructionJobs.com. Upon free registration, you have access to information from over 95
construction-specific industries and 85 specific job titles within the construction industry.

www.CraftJobs.com. Developed for professionals in the craft industries, this job board requires a free
registration to be completed to utilize the services

www.DesignArchitecture.com. This site offers a small database of architecture related jobs. Many jobs
are for architects, architect managers and designers.

www.e-Architect.com. This site offers a searchable database of architecture related jobs. It contains
many jobs for licensed architects and management level positions.

www.HVACAgent.com. Complete the free registration to have an agent look for jobs for you and
contact you regarding the opportunities as well as access to search their job database and apply for jobs

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directly.

www.HVACMall.com. HVAC MALL is a search engine, directory, and portal for the HVAC/R
industry. This site includes a large searchable job database.

www.Jobs4Construction.com. Focused on the construction industry, this job site is for architects,
construction engineers, carpenters, equipment operators and more.

www.MechanicCareers.com.
Technicians.

www.MEPatWork.com. This site serves the HVACR, sheet metal, controls, plumbing, and piping
industries. Job postings are from Mechanical/Electrical/Plumbing (MEP) trades companies including
residential, commercial, industrial and institutional contractors, wholesaler/distributors, manufacturers,
building owners and managers, and consulting engineering firms.

www.PLANetizen.com. This planning & development website offers a listing of job opportunities
related to urban planning, design and community development.

www.TradeJobsOnline.com. Focused exclusively on the building industry trades, browse by job

category or search for jobs by criteria such as keyword, title, or location.

This is a niche job board for Mechanics of all types and Auto

Arts/Entertainment Internet Job Posting Sites

Arts Wire (www.nyfa.org). This site offers a listing of opportunities for artists mainly in the areas of
visual arts and photography.

American Association of Museums (www.aam-us.org/aviso). This site features listings and a

searchable database of opportunties for museum professionals.

www.Crew-Net.com. Upon paying a nominal membership fee, you have access to crew-related jobs in
feature films, commercials, music videos, or television shows.

www.EntertainmentCareers.net. This site offers a searchable database of entertainment jobs and

internships listings at studios, networks, production companies, record companies, radio stations, VFX,
animation, and more.

www.GameJobs.com. This site offers a searchable database of over 5000 jobs within the interactive
entertainment industry.

Hollywood Creative Directory (www.hcdonline.com/jobboard). This directory website offers a free

job board for creative and entertainment professionals.

www.Mandy.com. This website offers a searchable database of positions in film and broadcast
television.

www.MusicalOnline.com. This site offers a small listing of jobs in the performing arts including
administrative, managerial and direct performing opportunities.

www.Playbill.com. Playbill's online casting and job listings offers a national listing of theatre related

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opportunities.

www.ShowBizJobs.com. This site offers a small, searchable database of jobs in the entertainment
industry including many administrative and management jobs for entertainment companies.

www.TVandRadioJobs.com. This site offers a database of jobs in the radio, film and television
industries. The opportunities range from behind the scenes programming and production roles to anchors
and hosts.

www.Variety.com. Sponsored by the publisher of Variety, Broadcasting & Cable, Multichannel News,
and Video Business, this job site offers a searchable database of positions in the media and entertainment
industry.

BioScience/Chemistry/Pharmaceutical Internet Job Posting Sites

www.Bio.com. This site offers a large, searchable database of jobs in proteomics, genomics,
bioinformatics, biotherapeutics, bioengineering, drug discovery, and immunotech.

www.BioJobNet.com. This scientific career site offers pharmaceutical, clinical research, and
biotechnology job listings in the pharmaceutical, medical device, biotech and life science fields.

www.BioSpace.com. This site offers a searchable database of jobs in the life sciences industry ranging
from scientists to senior management positions.

BioTechnology Career Center (www.biocareer.com). This site offers a large, searchable database of
jobs in biotechnology. The jobs are from companies hiring directly.

www.BioView.com. This site offers a large, searchable database of biotechnology jobs, as well as
pharmaceutical jobs and general science jobs. The jobs are from companies hiring directly.

Chemical and Engineering News (www.cen-chemjobs.org). The classifieds and careers site of
Chemical & Engineering News offers a searchable database of chemistry, pharmaceutical, and biotech
jobs.

www.GeneSciences.com. This site features a small listing of jobs in biotechnology, pharmaceuticals,

and medicine.

www.PharmaJobs.com. Focusing on the pharmaceutical and biotechnology industries, this site offers
job opportunities from pre-clinical research to marketing, and entry level through upper management
positions. Some international positions are available.

Medical Device Link (www.careercenter.devicelink.com). The CareerCenter of this medical device

industry platform offers a searchable database of related jobs.

www.PharmacyWeek.com.
searchable listing of jobs.

www.RXCareerCenter.com. This site offers a large, searchable database of nationwide pharmaceutical

and pharmacy career opportunities. The majority of the positions are in pharmacies.

This employment resource for health system pharmacists offers a

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www.TinyTechJobs.com. Dedicated to careers at the intersection of nanotechnology, biotechnology,

and information technology, this site offers a searchable database of related opportunities.

Computer/Information Technology/MIS Internet Job Posting Sites

www.3DSite.com. This site offers a small database of computer graphics jobs.

www.AgaveBlue.net. This job and career site for IT professionals offers a searchable database of jobs
or projects. To view complete contact information, you must complete the free registration.

American Library Association (www.ala.org). The employment section of this site offers an online
listing of job leads which appeared in the most recent issue of American Libraries. The majority of the
jobs are for librarians.

Association for Computing Machinery (www.jobcentre.acm.org). This computing professional career

resource offers a searchable database of jobs including lecturers, professors, researchers, scientists
engineers and developers.

www.CIO.com. This site offers a listing of jobs for senior level IT professionals including many CIO,
vice president and director level opportunities.

www.ComputerJobs.com. This site offers a large database of computer-related job opportunities

organized into 18 vertical skill sets and 19+ major metropolitan markets.

www.ComputerWork.com. This site offers a large, searchable database of information technology jobs.
All the jobs are less than 30 days old.

www.Dice.com. This site offers a very large database of information technology jobs ranging from
heavily technical roles to senior management. Permanent, contract and consulting jobs are available.

www.HireAbility.com. This site provides a searchable database of IT positions including administrators,

analysts, developers, engineers, managers, and writers.

www.ITCareers.com. Although this site offers jobs in many industries and job functions, many of the
jobs are related to information technology. The site offers a large, searchable database of jobs.

www.ITClassifieds.com. This site offers a searchable database of information technology related jobs
ranging from entry to executive level.

www.JobStor.com. This career site for data storage and security professionals offers a searchable
database of related opportunities.

www.JustTechJobs.com. This site offers a database of computer-related job opportunities organized

into 47 technical skills.

Library and Information Technology Association (www.lita.org). This site offers a fairly small, but
targeted listing of job opportunities mainly for information services librarians.

www.SoftwareJobLink.com. This high tech job search engine links directly to job openings on software
company websites.

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www.SoftwareEngineer.com. This site offers a searchable database of jobs focused on software

engineering and management positions.

www.Tech-Engine.com. This site offers a large database of IT and engineering jobs across the nation.
You must register (free) to apply for the jobs.

www.Techies.com. This site offers a large, searchable database of jobs in the high tech industry. You
must register (free) to apply for the jobs.

Consulting Internet Job Posting Sites

www.BIZMoonlighter.com. This site offers on/off site projects for business development professionals,
management consultants, e-commerce/start-up/VC specialists, legal experts, CPAs, engineers and
marketing/strategy consultants. To search the project database, you must first post your profile (free).

www.Guru.com. Created to support the careers of independent professionals, this site offers a database
of freelance and consulting opportunities across many areas. You must first complete a profile (free)
before accessing the database.

Customer Service Internet Job Posting Sites

www.CallCenterJobs.com. This site offers a searchable database of jobs in the customer service, call
center, telesales, and account management fields.

www.CallCenterOps.com. This site offers a small searchable database of jobs in the call center industry
ranging from representatives to executives.

www.CallCenterCareers.com. Focused on call center positions, this site offers jobs mainly in customer
service, account management and inside sales.

www.eCustomerServiceWorld.com. This site offers listings of opportunities in the US and UK for call
center, CRM, customer service, and help desk/support jobs.

Diversity/Minorities Internet Job Posting Sites

www.AbilityLinks.com. This site features a searchable database of opportunties aimed at increasing the
employment of people with disabilities.

www.BestDiversityEmployers.com. This site provides a search engine of job opportunties posted by

companies who value and encourage diversity in the workplace.

www.Black-Collegian.com. This career site for students and professionals of color features a searchable
database of openings located throughout the US.

www.DiversityWorking.com. Supporting culture in the workplace, this diversity job board is for all
minorities.

www.DiversityInc.com. The online career section of this magazine is available for free. This site offers
a searchable database of opportunities posted by employers committed to diversity.

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www.GLPCareers.com. GLPCareers.com is a job search engine providing employment opportunities

and resources to the gay, lesbian, bisexual and transgender job seeker in the US.

www.HireDeaf.com. Servicing hearing-impaired job-seekers, this site provides a searchable database

of opportunities of all types and levels located across the US.

www.HireDiversity.com. Focusing on diversity career development, this site offers jobs targeting
multicultural and bilingual professionals from entry to executive level. Opportunities are from multiple
industry sectors both nationally and internationally.

www.iHispano.com. This career site for Hispanic and bilingual professionals offers a searchable
database of postings.

www.IMDiversity.com. IMDiversity.com is dedicated to providing career and self-development

information to all minorities, specifically African Americans, Asian Americans, Hispanic Americans,
Native Americans and Women. It offers a large database of jobs from equal opportunity employers
committed to workplace diversity.

www.RetireeCareers.com. A job resource for job seekers age 50 and over, this site features a searchable
database of opportunities. You do not need to sign up for an account to search the job database.

www.Saludos.com. This Hispanic employment service is dedicated to the career advancement of

Hispanic applicants.

Education Internet Job Posting Sites

Academic Employment Network (www.academploy.com). This site offers a small database of

positions in colleges, primary and secondary educational institutions for faculty, staff and administrative
professionals.

www.AcademicKeys.com. Divided into 12 academic areas, college faculty and administrators from all
educational disciplines can search for job or post-doc research opportunities.

www.Academic360.com. Academic360.com is a meta-collection of Internet resources that have been

gathered for the academic job hunter.

www.AdjunctNation.com. This JOB-LIST focuses mainly on part-time, full-time temporary, and

visiting faculty positions within higher education throughout the US, Canada, Mexico, Europe, the
Middle East, Asia, Australia, and Africa.

Chronicle of Higher Education (www.chronicle.com). This site offers a large database of faculty,
administrative and executive positions in higher education.

www.EducationWeek.org. Offering a range of administrative and teacher vacancies across the US and
abroad, this site offers a searchable database of education related jobs from school districts, universities,
and educational organizations.

www.EducationAmerica.net. This site offers a very large database of teaching and academic support
positions in both public and private schools.

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European Council of International Schools (www.ecis.org). This site offers a searchable database of
administrative and teaching positions in a number of international schools.

www.HigherEdJobs.com. This site offers a large, searchable database of faculty and staff positions at
colleges and universities nationwide.

www.H-Net.org. This job guide lists academic position announcements for administrators, faculty
members, archivists, librarians, and other professionals in the humanities and social sciences.

www.K-12Jobs.com. This site offers job resources for k-12 educators, plus listings of current job
positions available at public, private, vocational schools, and private institutions.

National Association of Colleges and Employers (www.naceweb.org). This site offers a small listing
of administrative positions in colleges nationwide.

National Association of Elementary Principals (www.naesp.org). This site offers job listings
specifically for principals and assistant principals at the elementary level.

www.Post-Docs.com. This job bank, specifically for Ph.D graduates, offers a national listing of current
opportunities and other career resources.

www.StudentAffairs.com. The employment section of this online guide to college and university
student affairs offers a searchable database.

www.TeachersAtWork.com. This site offers a searchable database of teaching positions from

kindergarten through secondary school.

www.Teachers.net. This site offers a database of education focused positions including teaching,
counseling, and administrative jobs nationwide and internationally.

www.TeachingJobs.com. Focusing on teachers and educators, this site offers a small, searchable
database of jobs for teachers, counselors and administrators.

University Job Bank (www.ujobbank.com). This higher education job database offers a national listing
of current opportunities and other career resources.

Energy/Utilities Internet Job Posting Sites

www.EnergyCareers.com. Sponsored by Hart Energy Network, this careers site offers a listing of
energy postings. Free registration must be completed to view the jobs.

www.EnergyCentralJobs.com. Dedicated to the energy professional, this site provides a searchable

database of energy positions.

www.EnergyJobsNetwork.com. This site offers links to a group of energy related sites delivering up
to date job opportunities to the energy industry.

www.EnergyIdeas.org. This site, created to provide commercial and industrial sector energy
information in the Pacific Northwest, has created a small, but targeted national jobs database for the

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energy industry.

www.NukeWorker.com. This Nuclear Career Center is in a Forum format where you can post or view
opportunities across the country within each community category. Links to a couple other Employment
Lists are also available.

www.PetroleumEngineer.com. This site offers a searchable database of jobs focused on petroleum

analyst, chemist, engineer and manager positions.

www.Platts.com. This energy information resource offers a jobs listing. Field areas include Oil, Electric
Power, Natural Gas, Coal, Nuclear, Petrochemicals and Metals.

www.Utility-Worker.com. Focused on utility positions in all industries, this site has a searchable
database of positions in the US, Canada and other countries.

Engineering Internet Job Posting Sites

www.AECJobBank.com. This site focuses on the architecture, engineering and construction industries.
It offers a database of jobs that are grouped by specialty within each of these industries.

www.AEJob.com. This site offers a small, but targeted listing of jobs nationwide, for engineering,
architecture and environmental consulting firms.

American Institute of Chemical Engineers (www.aiche.org). This site offers a small listing of
chemical engineering jobs. Many are in academic environments.

American Society of Civil Engineers (www.careers.asce.org). This site offers a searchable database
of opportunities related to civil engineering.

Electronic Engineering Times (www.eet.tech-engine.com). The career center of this industry source
offers an employment portal for electronics and technology professionals.

Engineering News Record (www.enr.com). This online magazine offers a searchable database of jobs
that includes engineering opportunities from many sub-categories of engineering.

www.EngineeringCentral.com. This site offers links to job databases for over 15 sub-categories of
engineering (mechanical; industrial; chemical; optical; civil, etc.).

www.EngineeringJobs.com. This site is not a searchable database of jobs, but instead a large collection
of links to the job opening pages of engineering headhunters and companies with engineering jobs.

www.EngineeringJobs.net. This site offers a small searchable database of opportunities.

www.EngineerJobs.com. This site offers a searchable database of engineering jobs across all subcategories of engineering (civil; mechanical; electrical; software, etc.).

Institute of Electrical and Electronic Engineers (www.careers.ieee.org). Free to members and

nonmembers, offers a job board for technology professionals.

www.JustEngineeringJobs.com. A member of the JustMyJobs.com network, this site offers a database

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of postings for engineering professionals.

National Society of Professional Engineers (www.nspe.org/career/jobboard). This society offers a

job board of engineering related openings.

www.SemiconductorJobs.com. This semiconductor industry career site features a searchable database

of design, engineering, and other related jobs.

Entry Level/Recent College Graduates Internet Job Posting Sites

www.AfterCollege.com. This site is for students and recent graduates who are looking for employment
and internships around the world. You must complete the free registration process prior to accessing the
job database.

www.CampusCareerCenter.com. Campus Career Center is for undergraduate and graduate students

who are looking for employment and internships around the world. You must complete the free
registration process prior to accessing the job database.

www.CollegeGrad.com. Focused on the new graduate, this site features a searchable database of entrylevel and experienced positions.

www.CollegeJournal.com. Part of the Wall Street Journal network, this site caters to undergraduate,
graduate and MBA students including a searchable database of opportunities.

www.CollegeRecruiter.com. CollegeRecruiter.com is for college students, grads and recent graduates

who are seeking employment and business opportunities. This database offers hundreds of opportunities
for interns, and entry and mid-level candidates in both the US and Canada.

www.InternWeb.com. This site offers a variety of internship opportunities. You must complete the free
registration process prior to accessing the internship database.

www.JobGusher.com. Focused on high school students, college students and recent college grads, this
site offers internships, seasonal and temporary work, entry-level positions and other job opportunities.

www.MBAAssociation.org. The career management section of this association offers a searchable

database of opportunities.

www.MBAGlobalNet.com. Dedicated to professionals with MBAs, this site offers a free basic
membership to view business and job opportunities. You must complete the free registration process prior
to accessing the internship database.

Government Internet Job Posting Sites

www.AmericasJobBank.com. Perhaps the largest job board in existence, America's Job Bank is the
resulting effort of the US Department of Labor, all 50 states' employment offices and the private sector.
The site is very cumbersome to navigate requiring you to click through many pages to get to the complete
job descriptions. However, the large number of jobs makes this a worthwhile site to search. Rating: ****
1,000,000 jobs.

www.DestinyGroup.com. Focusing on the career management of transitioning US military and

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veterans, this national database offers hundreds of public and private sector jobs in multiple industries
featuring "military friendly" employers.

Federal Government Jobs (www.dcjobsource.com/fed). This site offers links to jobs at individual
federal agencies.

Federal Jobs (www.fedworld.gov/jobs/jobsearch). This Federal Job Announcement Database offers

current jobs available within the US Government.

Federal Jobs Digest (www.jobsfed.com). This site, updated daily, offers a database of over 10,000
federal jobs. You must register by submitting your resume in order to view complete job details.

www.GovtJob.net. This site offers job listings by category for government jobs at the state and local
level.

www.GovtJobs.com. This site offers job listings by category for government jobs posted by cities,
counties, states, executive search firms and other governmental jurisdictions.

State Government Jobs (www.statejobs.com/gov). This site offers links directly to each states
personnel or civil service website which contain listings of job opportunities.

Transition Assistance Online (www.taonline.com). TAOnline.com offers career resources for

transitioning service members and other job seekers from the military community including spouses.
Founded by former military personnel, browse or search thousands of jobs of all types and levels.

USA Jobs (www.usajobs.opm.gov). This site is the United States Government`s official source of job
and employment information provided to the public at no cost. It offers a large, searchable database of
jobs.

www.VetJobs.com. For all personnel who served in one of the US military branches. Owned and
operated by veterans for veterans, this site offers hundreds of job opportunities for all levels and
industries.

Healthcare/Medicine Internet Job Posting Sites

American Occupational Therapy Association (www.aota.jobcontrolcenter.com). This association

career resource offers a searchable database of opportunities for those in the occupational therapy field.

American Pharmacists Association (www.aphanet.jobcontrolcenter.com).

searchable database of pharmacist opportunities.

Association of periOperative Registered Nurses (www.careercenter.aorn.org/search). This site

offers a searchable database of opportunities for preoperative, interoperative, and postoperative nurses.

www.CampusRN.com. Designed for nursing students and entry-level health care students, job seekers
can search this database for entry-level nursing, healthcare, and allied health opportunities.

www.HappyCareer.com. This site offers a searchable database of nursing jobs.

www.HealthcareJobStore.com. This site contains a searchable database of jobs collected from over 325

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The Job Seekers Bible - How to Create Your Dream Job and Get It
healthcare specialty job sites.

www.HealthcareRecruitment.com. This site offers a searchable database of healthcare related jobs

from staffing firms and healthcare companies hiring directly.

www.HealthJobsUSA.com. This site offers a searchable database of healthcare jobs in over 100
categories of healthcare specialties.

www.HealthJobSite.com. Targeting professionals that would be employed in a health system, research

laboratory or an individual medical practice, this site offers a searchable database of jobs directly from
healthcare related companies.

www.HireHealth.com. This site offers a searchable database of jobs in the pharmaceutical,

biotechnology, medical and healthcare industries.

www.HospitalJobsOnline.com. Focused on jobs in hospital settings, this site offers a searchable

database of jobs. You must enter your email address to view the job listings.

www.JobScience.com. This site provides a searchable database of jobs in the healthcare, biotechnology,
pharmaceutical, medical device and diagnostics industries.

www.JustNursingJobs.com. A member of the JustMyJobs.com network, this site offers a database of

postings for nursing professionals.

www.LabSitesOnline.com. LabSites offers 8 online medical job boards in the following fields:
Radiology, Pharmacy, Histology, Medical Technology, Surgery, Nursing, Rehabilitation, and Medical
Administration.

www.MedCareers.com. This site offers a very large, searchable database of jobs in the medical field.
It offers hundreds of positions for physicians, nurses and allied health professionals.

www.MedHunters.com. This site offers a large number of medical job listings in all specialties from
direct healthcare employers worldwide.

www.MedJobCity.com. Medical career and job opportunities of all levels and types located throughout
the US are advertised here.

www.MedZilla.com. This site offers a large searchable database of jobs in the biotechnology, science
and healthcare industries.

Nurse Week (www2.nurseweek.com/jobs_employers/job_search). This nursing magazine offers a

searchable database of nursing opportunities.

Nursing Spectrum (www.nsweb.nursingspectrum.com/classifieds). The classifieds section of this

nursing career site offers a searchable listing of nursing jobs.

www.PracticeLink.com. Heavily focused on physician positions, this site offers a searchable database
of medical positions.

www.PTJobs.com. This physical therapist career site offers a searchable database of jobs.

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www.RadWorking.com. This imaging employment resource offers a searchable database of radiology

positions.

www.Speech-LanguagePathologist.org. Dedicated to speech-language professionals, this site offers

searchable database of opportunities in speech therapy.

www.TherapyJobs.com. This site offers listings of jobs in 8 categories of therapy including speech,
physical, occupational, respiratory, radiation and massage.

Hospitality/Travel/Tourism Internet Job Posting Sites

www.HospitalityAdventures.com. Upon free registration, you can search this sites database for jobs
in the hotel, restaurant, club, cruise ship or other facet of the hospitality industry.

www.CasinoCareers.com. Focused on the casino-hospitality industry, this site offers a searchable

database of opportunities.

www.CoolWorks.com. This site offers listings of fairly non-traditional jobs in areas such as amusement
parts, ski resorts, guest ranches, national and state parks, camps, resorts and lodges and jobs on the water.

www.FoodandDrinkJobs.com. Dedicated to the food and beverage industry, this site offers a small
database of postings.

www.oodIndustryJobs.com. This career site services all professionals within the food industries.

www.FoodService.com. This site offers a large, searchable database of jobs in the food service industry.
The majority of jobs are at the management level.

www.Hcareers.com. Catering to the hospitality industry, this site offers a large, international database
of hotel jobs, restaurant jobs, casino jobs, resort jobs, chef jobs, cruise ship jobs, catering jobs and all
hospitality industry employment.

www.Hotel-Jobs.com. Focusing on the travel and tourism industry, this site offers jobs in hotels, food
and beverage establishments, travel groups, casinos, cruise lines, country clubs, convention centers,
entertainment groups, recruiters and other companies in the hospitality industry.

www.HospitalityOnline.com/jobs. This hospitality job site offers a searchable listing of opportunities.

www.HospitalityCareerNet.com. This site offers a small database of jobs in the hotel, restaurant,
gaming, cruise line and club segments of the hospitality industry. You must register (free) to search the
database.

www.HotelJobResource.com. This site offers a small, searchable database of jobs in the hotel industry.
The jobs range from general management, sales and marketing, to food and beverage.

www.JustHospitalityJobs.com. A member of the JustMyJobs.com network, this site offers a database

of postings for hospitality professionals.

www.ResortJobs.com.

Features worldwide resort jobs with ski (and snowboard!) resorts, camps,

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national parks, cruise ships, restaurants and hotels.
This job site lists opportunities for wine and hospitality

www.WineandHospitalityJobs.com.
professionals.

www.WineBusiness.com/services/industryjobs. The jobs section of this industry news site offers a

searchable listing of positions for wine industry professionals.

Human Resources Internet Job Posting Sites

American Society of Training and Development (www.astd.org). The job bank of this organization
offers a searchable listing of jobs for corporate training and organizational development professionals.

www.BenefitsLink.com. This site offers a large, searchable database of jobs for professionals who
provide legal, administration, consulting and other services to employee benefit plans.

Electronic Recruiting Exchange (www.erexchange.com). This site offers information and networking
opportunities for recruiters and HR professionals with a small offering of job opportunities. ERE also lists
a comprehensive, nationwide database of seminars on recruiting.

www.HRWorld.com. Upon free registration, you have access to a small, but targeted listing of human
resources jobs, mainly in management.

International Foundation of Employee Benefit Plans (www.ifebp.org). Although mainly focused on

employee benefits, this site offers a listing of jobs in all areas of HR as well as benefits.

www.Jobs4HR.com. This site offers a small, searchable database of HR related jobs. The majority range
from entry to middle management.

www.JustHRJobs.com. A member of the JustMyJobs.com network, this site offers a database of

postings for human resources professionals.

Society for Human Resource Management (www.shrm.org). This site offers a large, searchable
database of jobs in all areas of human resources and at all levels. It offers a limited number of
international opportunities.

Society for Industrial and Organizational Psychology (www.siop.org/JobNet). This association job
board lists opportunities related to industrial and organizational psychology.

www.WorldatWork.org. Focusing on jobs in the field of compensation, this site offers a small, but
highly targeted database of jobs for the compensation professional.

Insurance Internet Job Posting Sites

www.4InsuranceJobs.com. Focusing strictly on the insurance industry, this site offers a small, but
highly targeted listing of jobs in the insurance field. Many jobs are for brokers, underwriters, actuaries,
claims adjusters and account managers.

www.Actuary.com. This site features a searchable database of jobs focused on actuary related positions.

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www.GreatInsuranceJobs.com. This site offers a searchable database of insurance related positions

ranging from accounting to underwriting.

www.IFSJobs.com. This site offers a searchable database of positions posted by Banking, Securities,
Mortgage, Reinsurance and Structured Finance companies.

www.InsuranceJobChannel.com. This site features a searchable database of jobs focused on insurance

related positions.

www.InsuranceRecruiters.com. A professional association of independent insurance recruiting firms

operating on a regional, national, and international basis. It offers a searchable database of jobs in the
insurance industry.

www.JustInsuranceJobs.com. A member of the JustMyJobs.com network, this site offers a database

of postings for insurance professionals.

www.TitleBoard.net. Serving the needs of the Title, Escrow, and Mortgage Industry, this site offers a
searchable database of related jobs.

www.UltimateInsuranceJobs.com. This insurance-dedicated career web site offers a searchable

database of jobs from all segments of the insurance community. Many jobs are in the areas of sales,
marketing, underwriting, actuarial and claims.

Internet/New Media/E-Commerce Internet Job Posting Sites

www.CreativeHotList.com. Dedicated for creative professionals, this career site offers a searchable
database of a variety of design, multimedia, and creative positions.

www.Ecommerce.Computerjobs.com. This site offers a large, searchable database of technology jobs

specifically related to e-commerce and the Internet.

www.JustE-CommerceJobs.com. This fairly small database of jobs is highly targeted to technology

jobs related to e-commerce.

www.WebJobsUSA.com. This site offers a database of web designer, web producer, web developer,
webmaster, graphic designer, Internet sales, web programmer other web-related jobs.

Legal/Law Enforcement/Security Internet Job Posting Sites

www.911HotJobs.com. This site offers a searchable database of jobs for municipal, state and federal
police, university police and corrections professionals.

American Corporate Counsel Association (www.jobs.acca.com). The Inhouse Jobline section of this
site offers a searchable database of corporate counsel positions.

www.Careers.FindLaw.com. This site offers a large, searchable database of jobs related to the legal
industry. There are many attorney positions along with paralegal and legal secretary opportunities.

www.Jobs.LawInfo.com. This site offers a small database of jobs related to the legal industry. The
majority of jobs are for attorneys, paralegals and legal secretaries.

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www.Jobs4Police.com. This site offers a database of jobs for federal, state and local police officers.

www.LawEnforcementJobs.com. Focused on law enforcement, police and private security jobs, this
site offers a small listing of national opportunities.

www.LawJobs.com. This site offers job listings for attorney positions organized by state and practice
area. It is updated daily, including Web-only listings and classified listings from legal newspapers and
journals.

www.LawyersWeeklyJobs.com. This site offers a large, searchable database of legal jobs across the
country. Positions range from general counsel to legal secretarial positions.

www.LegalStaff.com. This site offers a fairly small database of attorney and legal support staff
positions. Many of the positions are at the Associate level.

www.PoliceEmployment.com. This site offers a national database of jobs for federal, state and city
police as well as deputy sheriffs.

Manufacturing Internet Job Posting Sites

This employment site offers opportunities for food manufacturing

www.CareersinFood.com.
professionals.

www.JobsinManufacturing.com. Powered by JobsInLogistics.com, this site features a searchable

database of manufacturing jobs.

www.JobWerx.com. This site offers listings of nationwide jobs in manufacturing ranging from entry
to mid-level.

www.JustManufacturingJobs.com. A member of the JustMyJobs.com network, this site offers a

database of postings for manufacturing professionals.

www.ManufacturingEngineer.com. This site offers a searchable database of jobs focused on

manufacturing engineering and management positions.

www.ManufacturingJobs.com. Focused on manufacturing, this site offers a searchable database of jobs

covering entry to executive level.

www.ManufacturingJobStore.com. This site offers a small database of jobs in manufacturing. They

range from plant managers to forklift operators and machinists.

www.NationJob.com. Although this site is generic (has jobs from all industries and all job functions),
it has an enormous amount of manufacturing related positions ranging from entry level to executive.

Marketing Internet Job Posting Sites

American Marketing Association (www.marketingpower.com). This site offers a large, searchable

database of marketing positions from entry to executive level.

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Business Marketing Association (www.careerlink.marketing.org). The BMA Careerlink offers a

searchable listing of marketing opportunities.

Direct Marketing Association (www.the-dma.org/jobbank). The DMA Job Bank offers a searchable
listing of a variety of direct marketing positions.

www.JustMarketingJobs.com. A member of the JustMyJobs.com network, this site offers a database

of postings for marketing professionals.

www.MarketingJobs.com. Focusing on marketing, sales, advertising and public relations, this site
offers a searchable database of jobs covering entry to executive level.

www.Quirks.com/Jobmart. This free service of Quirk's Marketing Research Review provides listings
of marketing research related postings.

www.ResearchInfo.com. This marketing research portal offers an employment board of related

openings.

Non-Profit/Social Services Internet Job Posting Sites

American Society of Association Executives (www.asaenet.jobcontrolcenter.com). The official

website of this association provides a searchable database of opportunities for professionals interested
in non-profit management and administration.

Association of Fund Raising Professionals (www.afpnet.org/jobs). Targeting fundraising

professionals, this site offers a small, but quality database of jobs in fundraising. The majority are at the
director level and above.

www.CharityChannel.org. This site offers a searchable database of jobs in the nonprofit/voluntary

sector in the U.S., Canada, Europe, Asia, Australia and worldwide.

www.Philanthropy.com/Jobs. The careers section of this magazine focuses on non-profit opportunities.

www.NonProfitJobs.org. Catering to jobs in the nonprofit sector, this site offers a searchable database
of jobs ranging from administrative positions to direct service providers.

www.ExecSearches.com. This site focuses on nonprofit and public sector employment in higher
education, health, advocacy, philanthropy, government, social and human services, and community and
economic development. It offers a searchable database of jobs for middle, executive and director level
fundraising, finance, operations, human resources, communications, administrative, program and other
key personnel.

www.GuideStar.org. This site offers a fairly small database of non-profit jobs, however it offers a large
searchable database of over 850,000 nonprofit companies. Data available for each nonprofit includes a
summary, mission and program information, goals and results, in-depth financials, listing of executives
and board members, and press releases. The data is drawn from IRS Forms 990, 990-EZ, and the IRS
Business Master File (BMF).

www.HSCareers.com. Dedicated to Human Service, Social Service, and Non-Profit professionals, this
site lists jobs located throughout the US. Search as a guest or complete the free registration.

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www.Idealist.org. This site, known as Action Without Borders, offers a large, searchable database of
international job opportunities in the nonprofit sector.

National Association of Social Workers (www.joblink.socialworkers.org). This offers a searchable

database of social work opportunities.

www.NonProfitCareer.com. This site offers a small, but highly targeted database of jobs working in
nonprofit organizations. Jobs range from administrative to executive level.

www.NonProfitOyster.com. This site offers a large searchable database of nonprofit jobs along with
jobs related to the nonprofit sector from for-profit and government entities. Examples include large
corporations with community relations divisions, corporate foundations, publishers, consulting or
accounting firms specializing in nonprofits, government agencies involved in making or changing policy,
local-level government agencies, and others.

www.OpportunityNOCS.org. This site offers a fairly large, searchable database of nonprofit job
listings for administrative, staff and professional positions.

Philanthropy News Digest (www.fdncenter.org/pnd/jobs). The Job Corner features openings at U.S.
foundations, grantmaking public charities, and nonprofit organizations.

www.SocialService.com. This site offers a large, searchable database of social work jobs, social service
jobs, mental health jobs, counseling jobs, psychology jobs, non-profit jobs, case management jobs others
in the social service field.

Operations/Project Management/Purchasing Internet Job Posting Sites

National Contract Management Association (www.ncmajobs.com). This site offers a searchable

database of contracts related positions.

Project Management Institute (www.pmi.jobcontrolcenter.com). This site offers a searchable

database of project management opportunities.

Publishing/Writing Internet Job Posting Sites

American Society of Business Publication Editors (www.asbpe.org/jobs/joblist). This site offers a

small listing of jobs for editors and writers.

www.EditorandPublisher.com. This site offers a large, database of jobs in the publishing field
including editorial, production, circulation, advertising, marketing and administrative positions.

Investigative Reporters and Editors (www.ire.org). This site offers a small, but highly targeted
database of jobs in journalism, especially news reporting, editing, producing and researching.

www.NewsLink.org/joblink. This site offers a small, searchable database of journalistic jobs. Most are
for writers and editors.

www.JournalismJobs.com. Targeting media professionals, this site offers a large, searchable database
of jobs servicing newspapers/wire services, TV/radio/, magazines/publishing, online media and other

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media related organizations.

www.MediaBistro.com. This site offers a searchable database of jobs in the areas of print/publications,
online/new media, graphic design/art/photography, TV/radio, PR, marketing and book publishing. To
view the complete job details, you need to register (free).

www.PublishersWeekly.com. This site offers a large database of jobs in the publishing field from art,
editorial, management, publishing, publicity and sales. The main focus is on book publishing.

Society for News Design (www.snd.org). The job bank section of this society's site provides a
searchable database of postings for professionals in the news design field.

Real Estate/Property Management/Facilities Internet Job Posting Sites

www.AECJobBank.com. This site focuses on the architecture, engineering and construction industries.
It offers a database of jobs that are grouped by specialty within each of these industries.

www.Jobs.ApartmentCareers.com. Focused specifically on the apartment industry, this site offers a

searchable database of positions of all levels.

www.IHireRealEstate.com. Upon free registration, you can search this sites database of jobs that
include real estate agents, brokers, analysts, consultants, land development project managers, facilities
managers, property managers and more.

www.LenderCareers.com. Serving the real estate finance industry, this job board provides a searchable
database of opportunities of all levels.

www.MortgageRecruiter.com. This site features a national database of mortgage and real estate lending
related jobs.

National Apartment Association (www.careers.naahq.org). This career center offers a searchable

database of positions in the apartment industry.

www.PMJobs.com. Focusing on property management careers, this site offers a searchable database
of jobs ranging from entry to executive level.

www.RealEstateBestJobs.com. This site offers a small database of real estate related jobs for entry to
experienced professionals. Typical positions include real estate agents, managers, title search companies,
mortgage companies, inspection companies, appraisers, real estate attorneys, paralegals, and clerical
positions.

www.SelectLeaders.com. Focused on the real estate industry, this site provides a searchable database
of positions.

Research and Development/Science/Quality Assurance Internet Job Posting Sites

American Institute of Physics (www.aip.jobcontrolcenter.com). This site offers a searchable database

of opportunities in the area of physics.

American Society for Quality (www.careers.asq.org). The career section of this society's site provides

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free access to a database of jobs in the quality industry.

www.Jobs.iSixSigma.com. This site offers a database of jobs focusing on quality/quality assurance.

They range from entry level to senior level and cover a variety of industries. Many jobs are in
manufacturing.

www.QA-Jobs.com. Focused solely on quality assurance jobs, this site offers a large, searchable
database of jobs from entry to senior level.

Regulatory Affairs Professionals Society (www.careerconnections.raps.org). This society site offers

a searchable database of regulatory and quality positions.

Science Magazine (www.aaas.sciencecareers.org). This international site offers a searchable database

of opportunities in the Sciences and Life Sciences fields.

Retail Internet Job Posting Sites

www.AllRetailJobs.com. This site offers a large, searchable database of jobs including jobs in buying,
store management, merchandising, customer service, finance/accounting, planning, receiving, security
and more.

www.FashionCareerCenter.com. Focused on the fashion industry, this site offers a searchable database
of jobs including designers, product developers, production assistants, buyers, planners and
merchandisers.

Institute of Business Forecasting (www.ibforecast.com). This site offers job opportunities in

forecasting and planning within major corporations throughout the globe, many in the retail sector.

www.LPJobs.com. This site offers a large, searchable database of jobs in loss prevention for many
major retailers. The jobs range from entry to executive level.

Womens Wear Daily (www.wwd.com). This site offers a large listing of jobs mainly for designers and
buyers.

Sales/Business Development Internet Job Posting Sites

www.ACareerInSales.com. This site offers a searchable database of sales, business development and
marketing positions. Positions are mostly entry and mid-level.

www.AccountManager.com. Part of the CareerMarketplace Network, this site offers a searchable

database of sales related jobs.

www.BrilliantSalesJobs.com. Dedicated to sales professionals, this site offers a searchable database

of opportunities located in the US and Canada.

www.Jobs4Sales.com. This site offers a small, searchable database of jobs for sales and marketing
professionals. Majority of the jobs are at the entry to middle management level.

www.JustSalesJobs.com. A member of the JustMyJobs.com network, this site offers a database of

postings for sales professionals.

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National Association of Sales Professionals (www.jobtarget.com). This association career center

provides a searchable database of opportunities for sales professionals.

www.SalesClassifieds.com. This site offers a large, searchable database of sales jobs ranging from entry
to senior level. It offers many executive level opportunities.

www.SalesEngineer.com. This site offers a searchable database of jobs focused on sales engineering
and management positions.

www.SalesHeads.com. Sales and marketing jobs is the complete focus of this very large database. It
offers all levels of jobs, with a large number of executive level positions.

www.SalesJobs.com. This site offers a large database of sales jobs representing many industries. The
jobs range from entry to executive level and many display salary ranges.

www.TopSalesPositions.com. Targeting sales professionals, this site offers a large, searchable database
of jobs ranging from associates to vice presidents across all major industries.

Sports/Recreation Internet Job Posting Sites

www.ClubSwim.com. This job board lists jobs for lifeguards, swimming instructors, coaches, pool
attendants and other related positions.

www.CoachHelp.com. Focusing on coaches, this site offers a small database of coaching positions for
all sports in high school and college settings.

www.FunJobs.com. This site offers a variety of adventure and outdoor jobs in ranches, resorts, parks,
and camps.

International Health, Racquet and Sportsclub Association (www.cms.ihrsa.org). This site offers a
searchable database of jobs in the health and fitness industry. Opportunities are at health & fitness
facilities, gyms, spas, sports clubs and fitness suppliers worldwide.

National Collegiate Athletic Association (www2.ncaa.org). This site offers a variety of sports-related
positions in colleges, universities, athletic conferences, high schools and the NCAA National Office.

www.OnlineSports.com. This site offers a listing of jobs in the sports and recreation industry.
Internships, administrative support, management and coaching jobs are listed.

Sporting Goods Manufacturers Association (www.sgma.com). This site offers a small, but highly
targeted listing of job opportunities for sporting good manufacturing companies. Jobs are mainly in the
areas of design, production and sales.

www.TeamWorkOnline.com. This site offers listings of jobs for major sports teams and leagues
including the NHL and NBA.

www.WellnessConnection.com. This site offers a database of national job listings from corporate
fitness centers, commercial health clubs, non-profit organizations, academic institutions, and health
insurance providers.

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Telecommunications Internet Job Posting Sites

www.BICSI.com. This site offers a database of national job listings from corporate fitness centers,
commercial health clubs, non-profit organizations, academic institutions, and health insurance providers.

www.BroadBandCareers.com. Dedicated to the Broadband-IP industry, this website offers a searchable

database of related opportunities.

www.TelecomCareers.net. Focused on telecommunications professionals, this site offers a large

database of telecommunications jobs. Many of the opportunities are in technical and customer support
areas.

www.TelecommEngineer.com. This site offers a searchable database of jobs focused on

telecommunications engineering and management positions.

The Wireless Association (www.wow-com.com). This site offers a large, searchable database of jobs
in the telecommunications, Internet/new media and technology industries.

The Fiber Optics Association (www.thefoa.org). This site offers a listing of jobs in the field of fiber
optics. Most of the positions are for engineers, but a few director and vice presidential positions are listed.

Transportation/Logistics/Distribution Internet Job Posting Sites

www.AeroIndustryJobs.com. This job website offers a searchable database of opportunities in the

Aerospace, Defense, Aviation and Advanced Materials & Composites industries.

www.AerospaceEngineer.com. This site offers a searchable database of jobs focused on aerospace

engineering and management positions.

www.AviationEmployment.com. This site offers a large, searchable database of jobs in the

aerospace/aviation industry. Job categories include engineering, maintenance, technical positions,
management and executive opportunities, pilots and flight crew.

www.EveryTruckJob.com. This site offers a searchable database of trucking jobs for both small and
large trucking firms. Companies with openings for owner operators, company drivers and non-driving
positions offer general job listings on this site.

www.HotCDLJobs.com. This site offers a searchable database of trucking jobs located across the US.

Institute of Transportation Engineers (www.ite.org/employment). The website of the Institute of

Transportation Engineers provides a free searchable database of positions including analysts, engineers,
managers, and planners.

www.Jobs4Trucking.com. This site offers a small, searchable database of trucking related jobs.

www.JobsInLogistics.com. This site offers a large, searchable database of jobs in logistics, distribution,
warehousing, transportation, freight forwarding, materials management, and supply chain management.

www.JobsInTrucks.com. Powered by JobsInLogistics.com, this site offers a searchable database of

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driver jobs.

Journal of Commerce Online (164.109.58.69/careercenter2). A trade publication in the trade and

transportation industry offers a small searchable database of related jobs. You do not need to register to
search the postings.

www.PlaneJobs.com. This site offers a small database of jobs in the aviation industry including
positions in flight operations, ground operations, engineering, maintenance, pilots, information
technology and reservations/customer service.

www.Space-Careers.com. This site offers an international database of jobs in the space industry. The
majority are technical and engineering positions.

www.SpaceJobs.com. Focused on the aeronautics and space industries, this site offers a searchable
database of jobs many are in engineering.

www.TransportationEngineer.com. This site offers a searchable database of jobs focused on

transportation engineering and management positions.

Primary Sources of Information: People Who Know

Current employees
Former employees
Competitors
Vendors to the organization
Customers (at any level in the distribution chain)
Industry officials (trade associations)
Local business leaders (Chamber of Commerce, Economic Development Agency, bankers, etc.)

Secondary Sources of Information: Published Information

Organization literature: websites, annual reports; brochures; promotional literature; newsletters; etc.

Financial and stock reports: Information is plentiful on the Internet, with and without paid subscription.
10K Reports; Dun & Bradstreet; security brokers' research analyses; Value Line Investment Survey;
Standard and Poor's; Moody's; etc.

General references and directories: Publishers Trade List Annual; How to Find Information About
Companies; National Directory of Addresses and Telephone Numbers; Directories in Print;
Encyclopedia of Business Information Sources; The Small Business Information Source Book; Ulrich's
International Periodicals Directory; Books in Print; Standard Periodical Directory; Reader's Guide to
Periodical Literature; Finding Facts Fast; Knowing Where to Look; etc.

Business directories: Dun's Million Dollar; Dun's Corporate Managements; D&B Reference Book; Dun's
America's Corporate Families; Dun's Career Guide; Standard and Poor's Register; Moody's Index;
Fortune; Corporate Affiliations; etc.

On-line databases and mailing lists: Dun's Business ID Service (Microfiche); Dun's Decision Makers;
Dun's Market Identifiers; Directory of Online Databases; Encyclopedia of Information Systems and
Services; SRDS Direct Mail List Rates & Data; DMA's List Brokers/Compilers/Managers; Sales

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Prospector; etc.

Industry and trade directories: Thomas Register; Dun's Metalworking; Dun's Electronics; Dun's
Healthcare; American Hospital Association Guide to the Health Care Field; Pharmaceutical Marketers
Directory; Organizations Master Index; Encyclopedia of Associations; National Trade and Professional
Associations; etc.

Professional and specialized directories: Accounting Firms and Practitioners; American Bank Directory;
Rand McNally International Bankers Directory; Moody's Manual of Investments; Business
Organizations, Agencies and Publications Directory; Consultants and Consulting Organizations
Directory; Dun's Consultants Directory; Corporate Finance Sourcebook; National Venture Capital
Association Directory; Pratt's Guide to Venture Capital Sources; Lawyer's Register; Standard Directory
of Advertisers; Standard Directory of Advertising Agencies; Engineering Research Centres; etc.

Business, industry, professional, association and trade publications: SRDS Business Publication Rates
& Data; Gale Directory of Publications; Working Press of the Nation; Association Periodicals;
Predicasts; Standard and Poor's Corporation Records; etc.

Magazine and newspaper indexes: Magazine Index; Business Periodicals Index; Applied Science and
Technology Index; Index Medicus; New York Times Index; Wall Street Journal Index; etc.

Magazine annual survey issues: Forbes; Fortune; Business Week; etc.

Government publications: Guide to U.S. Government Publications; etc.

Geographic directories: Dun's Microcosm; Encyclopedia of Geographic Information Sources; Thomas

Regional Industrial Purchasing Guides; State and Local Directories of Manufacturers and Service Firms;
Chamber of Commerce Directories and listings; Better Business Bureau Directories; etc.

International directories: Dun's America's Corporate Families; D&B's Australian, Canadian and British;
International Directory of Corporate Affiliations; Directory of American Firms Operating in Foreign
Countries; etc.

Trade show exhibitor directories: Trade Shows and Professional Exhibits Directory; etc.

You should know that there are librarians, called reference librarians, who specialize in reference materials,
and within that specialty are some who specialize further in helping people who are looking for employment. If you
will take the time to visit your nearest library, you can find out whether it is equipped to help you. If it is not, ask for
a recommendation for the nearest business library. Often there are excellent libraries connected with universities
which teach business subjects. For most people, if a local library is not sufficient, a larger one sponsored by a county
or city is usually within a one hour's drive.
Some of the references cited here may not be available at your library, but your librarian should be able to
help you locate the information you need. In some cases the information is proprietary and a fee may be required for
access. Most on-line data bases and mailing lists are examples of information that are available for a fee, often
through your library. Refer to the Bibliography to aid you in locating the information you seek.
Review of Secondary Reference Sources: Published Information
There are literally hundreds of secondary information sources available for a job seeker. Relevant to your

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particular situation, some specialized publications may be helpful. However, it is not feasible for most people to
spend large amounts of time researching, so it is important that you know the relatively small number of reference
sources which can be most helpful. They are described briefly here.
Organization Literature
Examples include annual reports, brochures, promotional literature and newsletters. This information is
usually quite available and reliable because it is published by the organization itself, or by request of the organization.
A simple phone call or office visit usually will suffice in obtaining any of the above examples of organization
literature. Organizations are usually more than willing to send requested information through the mail. For example,
a company's Public Relations or Investors Relations Department is generally willing to provide a copy of its annual
report. If you meet with reluctance, or if questioned as to the purpose, simply state that you are conducting research,
and need to verify current information to represent the organization accurately in your directory as a free listing (they
do not need to know it is your personal directory).
Financial and Stock Reports
10K Reports, Dun & Bradstreet Reports, Security Brokers' Research Analyses - These may be available
through your stock broker, current employer, supplier, business library, or other source. The information may be free
for the asking, or there may be a fee charged for the report(s). 10K Reports as well as D&B Reports provide
information on key executives and officers of the organization. 10K Reports are filed with the Securities and
Exchange Commission on all public stock corporations. They divulge compensation information on key executives,
which is helpful if you are negotiating compensation and benefits with one of them. D&B gives historical and
background information on officers as well as the organization and includes financial strength and rating information.
Value Line Investment Survey - This is exceptionally helpful for obtaining current information about public
organizations whose stocks are reviewed by this survey. In the index, there is an up-to-date listing of stocks with
references to the page where in-depth reports provide at a glance the financial history of the organization and a
summary of the most important new developments. (These developments are often good subjects with which to begin
a letter or open a phone call to a potential employer.) There is also overall information on industries, which you should
find quite helpful.
Standard and Poor's Stock Reports - These are separate reports for firms which have stocks listed on the New
York Stock Exchange, the American Exchange and over-the-counter. All three combined cover about 3,500 of the
most actively traded stocks. The organizations are listed alphabetically, and you can find important information about
current developments, as well as a quick summary of financial history.
Moody's Stock Reports - These are also very helpful. They are similar to Standard and Poor's and can be used
in the same way.
General References and Directories
Publishers Trade List Annual - The yellow pages of the publishing industry, this is an invaluable guide for
finding out who publishes what. It is a compilation of catalogs from virtually every major publisher. This can be
helpful to find out which publications of interest are available by the major publishers of business information such
as: Dun & Bradstreet, Gale Research, Standard & Poor's, Moody's, R.R. Bowker, National Register Publishing, Dun's
Marketing Services, H.W. Wilson, Rand McNally, SRDS, Thomas Publishing, World Trade Academy Press, etc. You
may have to go to the order department of your library to find PTLA because it is a tool of the acquisitions librarian.
Or, you may be able to use the copy at your local large bookstore.

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How to Find Information About Companies - A wealth of information about how and where to find anything
you could want to know about any company, as well as other kinds of organizations. Intelligence gathering strategies
are provided for: unfamiliar industries and organizations; competitors in a familiar industry; public and private
corporations; and divisions, products, or services of any organization. The book covers library sources, public
documents and sources, people sources and professional research services, with an extensive index.
National Directory of Addresses and Telephone Numbers - An excellent reference, this costs about $50 and
contains over 250,000 listings of addresses and phone numbers of the most important corporations and other
organizations of interest in the U.S. It is divided into three main sections: corporations alphabetically, corporations
by industry classification and a variety of valuable executive references. Included are various government offices,
hotels, consulates and embassies, colleges and schools, banks, Chambers of Commerce, corporations, associations
and unions, museums, hospitals, radio and TV stations, and much, much more.
Directories in Print, formerly Directory of Directories - This is an annotated guide to over 10,000 business
and industrial directories, professional and scientific rosters, directory databases and other lists and guides that are
published in the U.S., or that are national or regional in scope or interest. If you want information about virtually any
field or subject, this book will list the directories that can tell you, or direct you to that information. There are two
indexes. One lists names of directories alphabetically and the other classifies by subject. Each entry contains the
name of a directory's publisher and address, who compiled it, the number of listings contained and an outline of what
type of business is covered.
Encyclopedia of Business Information Sources - A bibliographic guide to approximately 20,000 citations
covering about 1,000 primary subjects of interest to business personnel with a record of abstract services, indexes,
sourcebooks, periodicals, organizations, directories, handbooks, bibliographies, on-line data bases and other sources
of information on each topic. This can be used in the same way that the Directories in Print is used. However, it
contains further information. For a given industry, you will find it lists directories, trade associations, trade
publications and other sources of relevant information. If you are interested in a given industry, you will find this
extremely helpful in determining where to obtain additional information.
The Small Business Information Source Book - This is a valuable guide to business information sources,
arranged by subject and organization with a glossary and an index.
Ulrich's International Periodicals Directory - This is perhaps the bible of all periodicals directories. It
contains information on more than 55,000 magazines and other periodicals listed under some 200-plus subject
headings. International titles are listed along with U.S. titles. This directory is published in three volumes. Volumes
I and II list periodicals by industry and functional categories. Information provided includes editors, publisher and
brief description. Volume III is a title index indicating where in Volumes I and II to find more complete information
about the particular title.
Books in Print - An annual publication listing all in-print titles from more than 7,000 publishers. This is
perhaps the bible of all general reference directories of published titles. It can be used in the same way that Ulrich's
is used, and provides much the same kind of information. However, it contains information on all published titles
rather than just being limited to periodicals.
Standard Periodical Directory - A guide to U.S. and Canadian periodicals containing information on 60,000
publications.
Reader's Guide to Periodical Literature - Perhaps the granddad of periodical indexes with references to 185
magazines of greatest general interest. Contains an author subject index. This is an invaluable source when you're
researching a particular topic.

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Finding Facts Fast: How to Find Out What You Want and Need to Know - A helpful book to aid you in using
the library.
Knowing Where to Look: The Ultimate Guide to Research - The ultimate guide to research by a librarian who
really knows her subject.
Business Directories
Dun's Million Dollar Directory - This is very helpful because it contains five volumes of detailed information
on more than 160,000 of America's largest public and private corporations with a net worth of at least $500,000. The
organizations are categorized alphabetically, by industry and by geographical location.
The alphabetical listing contains the name, address and phone number of the organization, as well as the
names of the chief officers and members of the Board of Directors. It also lists briefly the major lines of business.
In order to categorize organizations by industry, the directory uses the SIC code. This stands for Standard
Industrial Classification, a U.S. government numbering system which identifies organizations by industries. The first
two digits indicate a major industry group (for example, 20 indicates food and related products). The third digit
indicates an industry sub-group (for example, all of the classifications beginning with 201 relate to meat and poultry
products). The fourth digit indicates a very specific industry (for example, 2013 indicates organizations which make
sausage and prepared meat products). There is also a geographical section, which categorizes businesses by state, and
then alphabetically by cities within each state.
The most efficient way to use the directory is to first find out the SIC codes for the industries which are of
most interest to you. If geography is not a concern, then turn to the SIC code section and write down on index cards
the names of those organizations which are listed for each SIC you selected.
Keep cards in alphabetical order and make a note of the page on which each organization appears in the
general alphabetical listing. If you do care about geography, turn to the same SIC listing but copy only the names
of those organizations which are in the geographic areas in which you are interested. Again, keep cards in
alphabetical order and make notations of the page references.
If your situation is such that you would be interested in almost any kind of organization, but you want to
restrict your activity to a limited geographic area, then you should turn first to the geographical section. Copy the
names of those organizations which are listed under the cities in your area of preference. Remember, note the page
numbers and keep cards in alphabetical order. After having done one or more of the above, you are now ready to turn
to the alphabetical section.
Start at the beginning and turn to the page numbers you have marked on each card. For each organization
you should now copy the address (if you have not done so already), the phone number, sales volume, number of
employees, SIC code listing (if you have not done so already) and any industry information. Also, copy down the
names of the officers and their titles.
Work quickly and without interruption in time segments of not less than one hour, if possible. Your index
cards should be 4"x6" or 5"x8" (see Appendix K, "Sample Contact/Word Processing Card," for sample format), large
enough to allow space for recording additional information about the organization in the future. If you will follow
the simple rules just mentioned, you can build a significant number of potential employer names in a short time.
Dun's Reference Book of Corporate Managements - This contains the names of over 170,000 officers and
directors in over 12,000 leading U.S. companies whose revenues equal 80% of the gross national product. For each

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principal officer there is biographical data covering age, education, experience and principal business affiliations.
Dun & Bradstreet Reference Book - This is a most helpful guide containing financial summary data on more
than 3 million U.S. companies. It is updated six times a year and includes listings of manufacturers, wholesalers,
retailers, banks, insurance carriers, legal, educational, health and other service-sector companies. Listings include:
D&B rating or employee size by range designation, line of business, detailed financial data available, telephone
number and year founded.
Dun's America's Corporate Families - Volume I gives full descriptions of 9,000 U.S. parent companies and
their 45,000 subsidiaries and divisions. Volume II links 1,700 U.S. parents with their 13,000 foreign subsidiaries and
2,500 foreign parents with their 6,000 U.S. subsidiaries.
Career Guide: Dun's Employment Opportunities Directory - Career opportunities and hiring practices of
companies actively seeking resumes.
Standard and Poor's Register of Corporations, Directors and Executives - In three volumes, this is the
equivalent of the two Dun and Bradstreet sources mentioned above. It is an excellent publication, every bit as useful
as the Dun and Bradstreet Directories, and can be used in essentially the same manner.
Moody's Complete Corporate Index - A complete alphabetical index to Moody's Manuals which comprise
a systematic set of data for fast and thorough analysis of over 22,000 public corporations and institutions.
Fortune Directory - This ranks the largest 500 industrial corporations, listing sales, assets, net income, number
of employees, growth rate and other information. There is a separate ranging for the largest commercial banking, life
insurance, diversified financial, retailing, transportation and utility organizations. If you are interested in large
corporations, then you will find this helpful for identifying who they might be. However, it does not give you names
of individuals, addresses or phone numbers.
Directory of Corporate Affiliations - This book tells "who owns whom, the family tree of every major
corporation in America." It provides names of all subsidiaries or divisions of major corporations, and also lists the
number of employees and the names of executives for the subsidiaries of large corporations. There is also a
geographic and a foreign index in a separate volume.
On-Line Data Bases and Mailing Lists
Dun's Business Identification Service (Microfiche) - This provides listings on more than 7 million U.S.,
Canadian and international business establishments.
Dun's Decision Makers (DDM) - This is an excellent source of information from a data base containing the
names of over 12 million decision makers in over 6 million organizations. To my knowledge, this data base and
computer selection programs are the most sophisticated and comprehensive source of this kind of information
available. Other excellent business data bases are available, but without the name of the decision maker in most cases.
Names of decision makers as well as job/functional titles are extremely important in a job search. If you can access
this proprietary information (a fee is required), you would save yourself what could be weeks of time in the library.
DDM is available in a variety of formats: mailing labels, floppy disks for microcomputers and tapes for
minicomputers and mainframes. Business executives as well as middle managers can be selected by title and by
functional area of responsibility. For example, you can target Vice Presidents and managers of Human Resources
and Purchasing by name. Information available includes: Dun's number, organization name, address, CEO/DDM
name and title, SIC code and SMSA. Target organizations can be selected by size (revenues or number of employees),

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geographical location and industry. Phone numbers, unfortunately, are not available.
The cost of pressure sensitive labels is about $55 per thousand labels, or $.055 per record, with a $350
minimum order. This data base is very cost effective. Call the Customer Services Information Center at (800) 5240958 for information regarding this or any other of Dun's Marketing products or services.
Dun's Market Identifiers - This is also an excellent source of information, and much more complete (and
expensive) than DDM, but probably not practical for the typical job seeker. In addition to the information provided
by DDM, DMI provides phone numbers, date of business start up, parent organization and size (revenues and
employees). This information is available by tape and cards for a cost of about $761 per thousand records, or $.761
each with a minimum order of $1500. Call the above number for additional information.
Directory of On-Line Databases - Describes over 1600 available databases. Published regularly, it lists all
commercially available on-line databases. Contact Cuadra Associates, Inc., 2001 Wilshire Blvd., Suite 305, Santa
Monica, CA 90403; (213) 829-9972.
Encyclopedia of Information Systems and Services - This is a directory that should be available in your
library. It provides detailed descriptions of some 4,000 organizations in the U.S. and other countries that produce
and/or provide access to computerized information in all subject areas.
SRDS Direct Mail List Rates & Data - This is a comprehensive directory describing in detail over 55,000
different mailing lists broken down by product and specific target market. Both consumer and business lists are
available. This should be available in your library. If not, you can contact SRDS at 3004 Glenview Road, Wilmette,
IL 60091; (800) 323-4588.
Direct Marketing Association's List Brokers/Compilers/Managers - This is a directory of 250 DMA member
firms which sells for around $30. Each listing includes: company name, address, phone number, telex, contact names
of key personnel, number of years in business, an annotated description highlighting specialties and clientele, with
geographic and specialty indexes. Contact DMA at 6 East 43rd Street, New York, NY 10017; (212) 689-4977.
Sales Prospector - This is a monthly subscription "prospect research" report in newsletter format indicating
industrial, commercial and institutional expansions and relocations in new or existing buildings. It is a good example
of information indicating imminent job opportunities discussed earlier and tells you who to write, telephone, or visit.
Reports are available for regional or national coverage, and are also available electronically via NewsNet (800) 3451301. The cost is about $150 per year for a single edition for 12 monthly reports. Total U.S. coverage including all
editions available is about $1000 yearly. Contact Sales Prospector at 751 Main St., P.O. Box 518, Waltham, MA
02254 (617) 899-1271.
Industry and Trade Directories
Thomas Register of American Manufacturers and Thomas Register Catalog File - This is an excellent source
for finding all organizations which make a given product. Major headings are by product categories, and the
organizations which make that product are listed alphabetically, with indications of geography and financial strength.
Used primarily by purchasing agents, it can be very helpful to you if your talents are appropriate for an
organization which makes a particular type of product. For instance, if you found during your campaign that you had
special appeal for organizations which make transistorized power packs, you could look up this category in the
Thomas Register, and find names of all other organizations which manufacture them.
Thomas Register's Guide to Data/Information Processing Products, Systems, Services - This is similar to the

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Thomas Register of Manufacturers and used in the same way.
Dun's Industrial Guide-The Metalworking Directory - If organizations engaged in metal working or the
manufacture of metal products or machinery are of interest to you, then this can be extremely helpful. It has indexes
both by SIC code and alphabetically, and gives detailed information on over 70,000 metal-working factories where
20 or more persons are employed.
In addition to telling you about the products manufactured and processes performed at a given plant, it also
indicates what they purchase and gives you the name of the general manager, as well as the names of the people in
charge of engineering, production and purchasing. It includes valuable information on metal distributors as well.
There is also an index categorized according to products produced. This can be used in the same way that
the Thomas Register is used, in the event you find you have special appeal for organizations which make a particular
type of product.
Dun's Electronics Marketing Directory - A useful guide to this fast-growing, multi-billion dollar industry.
It lists 8,000 manufacturers by product category. It is used in the same way as the Metalworking Directory.
Dun's Guide to Healthcare Companies - Hard-to-find data on 15,000 healthcare manufacturers and suppliers.
It includes a key word index in professional and layman's terms.
American Hospital Association Guide to the Health Care Field - Gives address, phone and staff information
for U.S. and international organizations and agencies in the health care field. Listings are alphabetical with title index.
Pharmaceutical Marketers Directory - This gives a wealth of specific information to people who are
interested in this field.
Organizations Master Index - A consolidated index to 45 directories, handbooks, yearbooks, encyclopedias
and guides. It provides information on 150,000 national and international associations, government agencies, advisory
organizations, foundations, research centers, museums, religious groups, political organizations, labor unions and
other organizations, institutions and programs of all kinds in the U.S., Canada and worldwide.
Encyclopedia of Associations - Organizations and associations are classified into 17 categories. At the back
of the book is an alphabetical listing of organizations and associations of virtually every type. There are more than
20,000 listings with full descriptions.
After finding the associations you want in the back of the book, simply turn to the code number indicated in
the general section, and you will get information about the size and purpose of the association, its address, the name
of an officer and phone number. This source can prove especially helpful in getting information about an industry.
For those who might want to work for associations, it is an excellent list of potential employers. Following are two
examples:
Examples From the Encyclopedia of Associations
*2370* American Society for Training and Development (Personnel) (ASTD)
Box 1443 1630 Duke Street, Alexandria, VA 22313
Phone: (703) 683-8100
Curtis E. Plott, Executive V.P.
Founded: 1944 Members: 18,000
Local Groups: 115
Educational society for persons in training and development of business, industry, education and government
personnel. Conducts annual institutes for training professionals; operates member inquiry service. Operation Talent

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Match and Position Referral Service. Undertakes special research projects and maintains clearinghouse activities.
Compiles statistics. Maintains speakers bureau; bestows awards.
Committees: Affirmative Action; Awards, Career Development; CETA; Chapter Programming; Chapter Services;
Conference Program Design; Ethics, executive; Exhibitors, IFTDO Institutes; Journal Advisory; National Forum;
National Issues; Professional Development; Publications; Quality of Work Life; Research; Scholarship; Strategic
Planning.
Divisions: Career Development; International; Media; Organization Development; Sales Training; Technical and
Skills Training.
Publications: (1) National Report, 20/year; (2) Journal, monthly; (3) Membership Directory, annual; (4) Buyer's Guide
and Consultant Directory, annual; has also published several books. Formerly: (1964) American Society of Training
Directors.
Convention/Meeting: annual
*4918* Association for Science, Technology and Innovation (ASTI)
P.O. Box 1242, Arlington, VA 22210
Ben Sands, Pres.
Founded: 1978 Members: 150
Professionals from industry, government, educational institutions. Aim is to establish dialogue among different
disciplines (engineering, medicine, physical and biological sciences, education and others) who share the common
problem of effective management of innovation.
Objectives are: to share ideas, knowledge and experience among diverse communities; to expand and organize
knowledge of the factors that effect productivity of science and technology efforts; to promote development,
demonstration and application of policies, standards and techniques for improving management of innovation.
Although the Association operates primarily in the Washington DC area, it has members throughout the U.S., Europe,
Africa and Central America. Conducts seminars. Publications: Newsletter, bimonthly; also publishes bulletin.
Convention/Meeting: annual management luncheons and round-table discussions.
National Trade and Professional Associations of the United States - This provides alphabetical listings of
national trade associations, labor unions, professional, scientific or technical societies in the U.S. and Canada. It gives
address, phone number, personnel, membership, brief description of purpose, publications and annual meetings. It
is indexed by subject, geographic location and budget of the organization. If associations or labor unions are your
target, this can be very helpful.
Professional and Specialized Directories
Accounting Firms and Practitioners - Accountants, especially the smaller firms, can often be sources of leads
to organizations that are growing or which need to find good people. This directory lists the firms according to
geography--by state, and then by city within each state.
American Bank Directory - If banks are your target, this book can be extremely helpful. It provides
information about banks and bank holding organizations (categorized according to geography) and individual
branches, their phone numbers and managers. It includes data about size and capitalization of each bank as well as
the name of the president and board members. These names can assist you when identifying influential people in a
geographic area where you do not have contacts.
Rand McNally International Bankers Directory - This is similar to the American Bank Directory and used
in the same way.
Moody's Manual of Investments, American and Foreign - Lists banks, insurance companies, investment trusts,
real estate, finance and credit companies.

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Business Organizations, Agencies and Publications Directory - This can be of value if your primary targets
are not corporations. It contains information on 24,000 organizations including: associations, labor unions,
federations, Chambers of Commerce, Better Business Bureaus, federal government agencies, state agencies, news
sources, conference and convention bureaus, franchise organizations, publishers, educational institutions, libraries,
banks, savings and loans, commodity and stock exchanges, computerized information services, diplomatic offices,
hotel-motel systems, periodicals, directories, indexes, telecommunications services, trade centers and fairs, research
centers, bureaus and institutes. Each listing gives name, address and phone number, together with names of key
people in the organization, number and type of members and the publications of the organization or agency.
Consultants and Consulting Organizations Directory - Part 1 of the book lists consultants and consulting
firms in 135 coded categories by state, major cities and towns. Each entry gives name, address, phone number, date
founded, branch location, officials and their titles, type of clients and assigned code numbers. Part 2 is a cross index
of subjects and a subject index of firms by geographical locations. Part 3 is an alphabetical listing of key individuals
and firms. These two indexes refer you to where a listing can be found in Part 1.
This book is also helpful in identifying the names of consultants in a particular field. In talking to them, you
may find that they can provide several referrals or descriptions of interesting situations at various organizations in the
industry they serve. Some serve more than one industry, but this book identifies those who specialize in specific
industries.
Dun's Consultants Directory - Identifies and classifies 25,000 U.S. consulting firms in 200 specialties.
Corporate Finance Sourcebook - This contains information about venture capital firms, investment banking
firms, leasing organizations, business brokers, pension managers, foreign investment bankers, business insurance
brokers and other related financial categories. Addresses, phone numbers, names of officers and a brief description
of the business is included.
National Venture Capital Association Membership Directory - Information on more than a hundred venture
capital firms. It includes some on the west coast, although there is a separate organization for western firms.
Pratt's Guide to Venture Capital Sources - If your job search calls for you to contact venture capital firms,
this is an excellent source. Also, many venture capital firms occasionally need to locate management talent to run
businesses in which they already have an interest, or businesses they are about to start. In the event that you want to
start your own business, this guide also tells how to prepare your business plan and structure your entire effort.
Information includes the type of firm and the type of financing in which they engage, as well as their
minimum and preferred investment, geographical and industry preferences. It can get you into action quickly because
it gives you the phone numbers and the person to contact.
Lawyer's Register by Specialties and Fields of Law, including a Directory of Corporate Counsel - This
publication groups law firms by specialty and under each specialty, there is a further breakdown according to
geography, which lets you zero in on the most appropriate firms. In the back there is an index of corporate counsel,
alphabetically by corporate name. Phone numbers are provided, so you can work directly from this source.
Standard Directory of Advertisers - If you are interested in sales, sales training, marketing or advertising, this
book provides the names of key people in those functions for 17,000 corporations. The directory is broken down into
major industry categories and the organizations are listed alphabetically within those categories.
Helpful indexes, including an index of straight name lists, are in the front, making the book easy to use. The
indexes also aid in identifying which organization is connected with a specific trade name. Of course, the book tells

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who the advertising agencies are for each corporation, which could be very helpful if you were interested in working
for an advertising agency having that type of account.
Standard Directory of Advertising Agencies - This lists agencies geographically and alphabetically. The main
listing is alphabetical and gives information about agency size, officers, account executives and lists of accounts. It
also lists media buying services and sales promotion agencies. The book is extremely useful if you are interested in
joining an advertising agency.
Engineering Research Centres: A World Directory of Organizations and Programmes - This contains profiles
of engineering laboratories and departments which are funding, carrying out, or promoting research or innovative
development work in engineering. It is arranged geographically, with a beginning section on international groups;
some are in foreign languages.
Business, Industry, Professional, Association, Trade and Government Publications
SRDS Business Publication Rates and Data - This monthly publication is used primarily by advertising
agencies to determine the cost of advertising in a particular media. It can be extremely useful for you, however,
because it lists virtually every significant trade and professional publication in the country. They are classified
according to industry, and there is an index in the front. There is also an alphabetical index by magazine title. For
any industry in which you are interested, you can look up the names of related magazines. More important, these
magazines provide excellent information about each industry.
Gale Directory of Publications, formerly Ayer Directory of Publications - This is the longest continuously
published directory of periodicals in the U.S. and Canada. It provides ready access in a geographic arrangement to
basic information about 25,000 newspapers, magazines, journals and related periodicals.
Working Press of the Nation - This is a five-volume print and broadcast media reference work. Volume I
contains complete and detailed information including the names of over 7,000 people in newspapers, feature
syndicates, news and photo services. Volume II lists more than 4,700 magazines, including consumer, farm and
agricultural, service, trade, professional and industrial publications. Listings are grouped by subject area so similar
publications are easily referenced and includes an alphabetical index. Volume III lists over 9,900 radio and TV
stations with 25,900 local programs by subject. Detailed information includes network affiliation, air time,
management and programming personnel. Volume IV lists over 1,900 feature writers and photographers, their home
addresses, subject areas of interest and publications accepting their work. Both writers and photographers are indexed
by subject specialties. Volume V provides detailed information about internal and external publications of more than
3,100 U.S. firms, government agencies, clubs, etc.
Association Periodicals - This is a companion guide in the Encyclopedia of Associations series. Three subject
volumes are organized by subject and give you access to information on the wide range of periodicals published by
non-profit U.S. associations including journals, bulletins, directories and reports. Volume I - business, finance,
industry and trade publications. Volume II - Science, medicine and technology publications. Volume III - social
sciences, educational and humanities publications.
Predicasts F&S Index for the United States - This can be extremely helpful in two ways. If you are interested
in a specific industry, this catalogues all of the recent articles that have appeared in professional and trade journals
relating to that industry. The industries are listed according to SIC code, and this tells you the publication, date and
page of each article under a specific subject heading.
The second section of this Index is arranged according to organization names. If you are interested in a
particular organization, you simply look them up alphabetically to find the publication, date and page of any articles

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which include this organization's name. This is especially helpful in researching them before an interview.
Standard and Poor's Corporation Records - This is similar to Predicasts except that it is a daily news service
of descriptive information about companies appearing in the news media. An cumulative index is published as well.
Magazine and Newspaper Indexes - Some examples of specialized magazine indexes include the Magazine
Index, which lists 400 current popular periodicals, including all titles indexed in Reader's Guide, as well as Business
Periodicals Index, Applied Science and Technology Index and Index Medicus. Newspaper indexes can also be helpful.
The New York Times Index comes out at two-week intervals and is consolidated annually. The Wall Street Journal
Index catalogs corporate news in the first section and general news in the second. Often dates, locations and names
can be found without ever seeing the complete news story.
Magazine Annual Survey Issues - Forbes, Fortune, Business Week and other business publications put out
an annual survey issue. These special issues cite major trends in key industries, and can help you to become rapidly
familiar with the performance of the largest organizations.
Guide to U.S. Government Publications - You may not know that the U.S. government is the world's largest
publisher. This is an annotated guide to the important series and periodicals currently being published by the various
U.S. government agencies as well as important reference publications issued within the various series. It contains a
title as well as an agency index.
Geographic Directories
Dun's Microcosm - Listings of local companies within selected standard metropolitan market areas.
Encyclopedia of Geographic Information Sources - This is a companion volume to the Encyclopedia of
Business Information Sources. It is a detailed listing of publications and agencies of interest to managerial personnel,
with a record of sourcebooks, periodicals, guides to doing business, government and trade offices, directories,
handbooks, bibliographies and other sources of information on each location.
Thomas Regional Industrial Purchasing Guides - If you are interested in only a specific geographic area, then
a Regional Purchasing Guide might by much more helpful to you than the full national directory. It is used in the
same way that the Thomas Register is used.
Regional Directories and Guides - There are a number of corporate employer directories published by states
and cities through their economic development agencies. Chambers of Commerce at the state and local level usually
publish corporate employer directories as well as their membership directories. In addition to the Chamber, the Better
Business Bureau publishes a membership directory that can be helpful in identifying companies and decision makers.
There are also publications which give detailed information about a specific city or region. The Becker Guide
for Chicago, and Washington Representatives for Washington, D.C., are only two examples. Virtually every major
city has such a publication which would, of course, be available in libraries in that city.
Remember, newspapers can also provide an excellent source of information, and you can order these sent to
you if you are interested in a distant location. If you do not want the daily newspaper, you might consider ordering
only the Sunday edition, which is the most helpful for your purpose.
You can find the names, addresses and phone numbers of newspapers around the country by looking in the
SRDS Newspaper Rates and Data. It is similar to the SRDS Business Publication Rates and Data, except that it is
for newspapers.

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International Directories
Dun's America's Corporate Families - Volume I gives full descriptions of 9,000 U.S. parent companies and
their 45,000 subsidiaries and divisions. Volume II links 1,700 U.S. parents with their 13,000 foreign subsidiaries and
2,500 foreign parents with their 6,000 U.S. subsidiaries.
Australian Key Business Directory, Canadian Key Business Directory, Key British Enterprises - If you are
interested in Australian, Canadian, or British organizations, then these directories are invaluable. Like the other D&B
directories, they contain indexes by geography, SIC code and in this case, alphabetical product listing. In the main
section, you will get a good deal of information about the operations of the organization and its relationship to other
organizations. Names, addresses and phone numbers of officers and directors are also given.
International Directory of Corporate Affiliations - This book tells "who owns whom, the family tree of every
major corporation in the world." It provides names of all subsidiaries or divisions of major corporations, and also lists
the number of employees and the names of executives for the subsidiaries of large corporations.
Directory of American Firms Operating in Foreign Countries - This is a three-volume directory. The first
volume lists more than 3,000 U.S. corporations with over 22,500 subsidiaries and affiliates in 122 foreign countries.
Volumes two and three cover foreign operations of domestic organizations and is cross-referenced to Volume 1.
Trade Show Exhibitor Directories
Trade Shows and Professional Exhibits Directory - This is an international guide to more than 3,500
scheduled events providing commercial display facilities, including conferences, conventions, meetings, congresses
and councils, fairs and festivals, trade and industrial shows, merchandise marts and expositions in all fields.

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Chapter 17
Phone Strategies That Win More Interviews

Most people have apprehensions about making phone calls. Fears of rejection, embarrassment, making a
mistake, blowing it, not being prepared, inability to answer questions, lack of confidence and/or enthusiasm,
depression, shyness, putting your foot in your mouth, stuttering, not doing something right, not making a good
impression, not being liked, losing respect ... are very real. However, the role of phone calls in your campaign is so
important, that you must overcome these fears and apprehensions, and learn to be effective on the phone.
The Worst That Could Happen
Virtually everyone has a certain reticence about picking up the phone and calling a stranger. This is especially
true when that stranger is a prospective employer who may not want to speak with you, or who may ask unpredictable
questions. Perhaps the most direct way to confront this inherent fear of the unknown is to ask yourself, "What is the
worst thing that could happen to me?"
Of course, the worst thing is that the called party will not speak with you. The next worst thing is that he will,
in which case you might stumble or stutter into an uncomfortable situation which would result in his hanging up on
you.
The Bright Side
Looking on the bright side, you could consider that you have been practicing on someone who does not know
you, has never seen you, and who will probably still be available for your later courageous attempt, assuming you
would be that interested in recontacting him. If you can just get over that initial fear, it is down hill from there. You
realize that within a few minutes of your most serious error, it will have made little difference to anyone. You can
make the next call, and be all the wiser for it, and better prepared.
A Proactive Perspective
Let us now look at the whole process from another viewpoint. First of all, it is important to put the entire
communication in the proper perspective. Either you do, or you do not, have talents which this organization can use.
Either you will, or you will not, make contributions that the organization will value. Ultimately, they will speak with
you, or they will not.
From the entire universe of possibilities, can you imagine any organization not interested in increasing its cash
flow ... profits ... revenues ... productivity ... or decreasing its costs? These are the ways in which you can impact the
bottom line. If you can impact the bottom line by contributing in any one of these areas, then you have a legitimate
agenda for an interview. If not, then you probably should not be in the job market.
If, in fact, you believe you are capable of making contributions, and it would be to the other person's benefit
to bring you on board, then you do have a legitimate reason for calling. The other person may not yet know it will
be to his benefit, so you will have to be patient while slowly bringing him to that awareness. In other words, it is your
responsibility to take initial lack of interest or even resistance and slowly turn it to curiosity, interest and
ultimately, enthusiasm and confidence.

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Remember, the world is basically a friendly place. Most people respond in a pleasant way to others who are
pleasant, and certainly to those with something to offer which might be of significant value to their organization. You
should picture in your mind and expect that people will treat you with respect, warmth and friendliness. Then, be sure
that you radiate the same kinds of feelings to them.
An Example of What Not to Do to Obtain Interviews
Dave Smith had been seeking job opportunities with several large construction companies. His follow up
calls probably sound familiar to you: Hello, my name is Dave Smith. I sent you a resume some time ago, and I
havent heard back from you. I was wondering if you could tell me what the status is. And, is Mr. Jones in? I would
really like to talk to him about working for you. Could I schedule an appointment with him this week?
The receptionist that took his call said, Mr. Jones is busy ... in a meeting ... and cant be disturbed. If you
will give me your number, I will tell him that you called. Dave left his number but did not hear back from Mr. Jones.
Dave followed up 6-7 times with a similar request, and was always met with the same reply. He never did get a
returned call from the potential employer. The good news is: there is a better way.
A Success Story of How to Maximize Interviews
The step-by-step proactive method for getting more interviews which you are about to learn, is a very practical
and effective method. As a matter of fact, it has been proven to be so effective, that it will empower you to increase
the number of interviews you can schedule by two to four times! Following is a success story to illustrate the
effectiveness of this method.
Janis was looking for a job opportunity in health care administration. Her introduction letter was sent to
selected target employers that included hospitals, medical clinics, large medical practices, and medical consulting
firms. She followed up the letters with a phone call that went something like this: Good morning, my name is Janis
Cottle, and to whom am I speaking? (This is Cindy Lamb.) Thank you Cindy. Ive been corresponding with Craig
Crandall, and he should be expecting my call. Is he in? (Yes) Thank you. Would you put me through please?
Craig Crandall, President of a reputable medical consulting firm, and who just happened to be available,
cheerfully took her call. She opened with, I sent you a letter several days ago. Do you recall receiving it? Mr.
Crandall replied with, Yes I do. As a matter of fact, Ive been looking forward to hearing from you. I was impressed
by your letter ... and your accomplishments. I dont know that we have any current openings, or that you would fit
well in our firm. However, I would like to meet with you to discuss your interests, explore some possibilities, and
see what you might do for us. We have been known to find a place for someone who can make a difference. An
interview was scheduled two days later, and an exciting job offer was extended to Janis within three weeks of her
sending the original letter.
A Step-by-Step Proactive Method for Winning More Interviews
Step 1 - Preparation: Warm Up and Rehearse
The first thing you should do is get in front of a mirror. If that is not feasible, then obtain a mirror that is
small enough to place in front of you, on your desk or telephone table. Looking at yourself in the mirror while on
the phone will help you feel more comfortable. It should bring a smile to your countenance, and help you to become
more personable in conversation. This probably sounds a bit "corny," but it really does work.
Have you noticed that radio stations usually program two personalities during the morning wake up and
drive times? The reason is that two people can create more confidence and enthusiasm together, resulting in more

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synergy. Your mirror will simulate that second partner with the same effect on you and your telephone audience.
Now, the first call is always the hardest. So, instead of staring out the window, or at the wall, while getting
up your courage to pick up the telephone, CALL A FRIEND! This could be one of your references or a networking
acquaintance. Psychologically, it helps you overcome inertia, and momentum begins to build, which will help you
to make the transition from friendly calls to uncomfortable calls. Then, CALL ANOTHER FRIEND! Or the Weather
Bureau, or just call an organization and ask for information about their products or services. Then take the plunge.
You will be amazed at how easy the phone call will seem if you have your mirror, have warmed up, and started the
proverbial ball rolling to begin momentum. The "100-pound phone" will seem lighter.
Rehearsing how to respond appropriately to expected and unexpected telephone questions is essential.
Remember, the phone is the first person-to-person contact with a prospective employer, and therefore your first
impression. Professionally handling that initial call will put you in the best position for getting an interview.
One good way to rehearse is to call other professionals. For example, why not call employment counselors
and recruiters to practice responding to typical questions? The kinds of queries they will make concerning your
background, income, interests, opportunities, etc., are typical of the kinds of questions you can anticipate in your
campaign calls. The difference is that they are low-risk calls that will not affect nearly as much the outcome of your
job search. Other good sources for practicing low-risk calls are personnel offices of larger corporations which you
will not be approaching as part of your campaign.
As you begin to make your calls you may find that you have difficulty coming up with effective responses
on the spot. This simply tells you that you must better prepare and rehearse before calling. The best way to do that
is to write a script for the things you will say initially. You should note on a card what you will say, and be ready to
refer to it while you are on the phone.
Step 2 - Make Your First Call: Lowest Risk Contacts First
Once you are ready to start making your phone calls, begin with the lowest risk contacts. These are the ones
where you have the least to lose. Save your "best of the best" calls for later, after you are more comfortable on the
phone, and moving ahead at a fairly consistent pace. With those thoughts as background, let us now get into the
practical aspects of following up with potential employers on the phone.
The timing of your follow-up phone calls is critical. You should call as soon as possible after the executive
receives your letter, say 1 to 3 days. That means you should schedule a follow-up phone call 4 to 5 business days after
mailing. Since there is likely to be a weekend in between, call one week exactly from the day the letter is mailed.
It should then be fresh in his mind, and perhaps be right in front of him when you call.
It is best to avoid Mondays and Fridays for phone calls. On Mondays, executives are likely to be getting
organized for the week, or recuperating from a business or personal long weekend trip. On Fridays, they may be
preoccupied with getting out of the office for the weekend. Try to concentrate your calls on Tuesday through
Thursday for these reasons.
The best time to reach a decision maker is early in the morning or late in the day. Try to catch them on their
way into the office, before the secretary arrives. That will minimize interference. If possible, you should attempt to
find out the secretary's name from the person who first answers your call.
What is different in these two dialogues?
(1) "Good morning, this is Janis Cottle calling. Ive been corresponding with Craig Crandall, and he should
be expecting my call. Is he in?"

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(2) "Good morning, this is Janis Cottle calling. Ive been corresponding with Mr. Crandall, and he should
be expecting my call. Is he in?"
Important Note: Avoid using "Mr." Use First and Last Name Only
By using the first approach exactly as it is given here using the first and last name of the party you are trying
to reach you should have at least an 80-90% probability of getting past the secretarial screen. Yours will sound like
a call to be put through. This is because you will be perceived as being an acquaintance, or associate, whose calls are
expected, or at least to be taken when possible. You do not want to give the impression this is your first call, or that
you are not acquainted with the decision maker. This will surely happen if you say Mr. or Ms.
Additionally, the above should be spoken with a firm and fairly strong voice, with no pauses between the
sentences. By not hesitating, you will allow the other party no opportunity to break in and ask you to what the call
is in reference. Please remember to state your name loudly and clearly so that the secretary does not have to ask you
to pronounce, or spell, your name.
Step 3 - Seek Help of the Secretary or Receptionist
If Mr. Smith is not available when you call, then solicit the aid of the secretary with:
"I wonder if you can help me out? When would be the best day and time to reach him?"
Everybody likes to help. Put her in that posture right away. Your response should convey: (1) a
determination to talk to her boss, or the right person; and (2) your desire for the secretary's help in accomplishing that
goal. Remember to use the Sample Telephone Dialogue at the end of this section, and write on a card some
appropriate responses to minimize any feeling of uncertainty about what to say. At the very least, elicit a promise
of cooperation from the secretary to help you get through the next time.
Step 4 - Overcome the Strong Secretarial Screen
The secretary or receptionist need not always be an obstacle to your reaching her boss. She should be
considered a potential ally. Become a friend. Include her in your plans. She can become a valuable asset and help.
Following are some possible responses to your request to speak to her boss, and suggested corresponding responses.
For a convenient summary of these sample dialogues, see the Sample Telephone Dialogue at the end of this section.
If you are asked what the call is in reference to, respond with:
"I'm following up the letter that I sent him last week, as I promised him that I would. And, as I said, he should
be expecting my call."
If you are asked what the letter was in reference to, respond with:
"It is a business proposal. But, perhaps I'm calling at a bad time. I wonder if you can help me out? When
would be a better day and time to reach him?"
If she probes further, either state that the matter is personal and confidential, or give a short response:
"I suggested a personal meeting in my letter, to discuss ... (a new business direction for your organization);
or (information with respect to building sales quickly in a market which is important to your organization);
or (the fact that I have just recently been through what I expect your organization will soon be facing with

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respect to some major management decisions)."
The idea behind a response such as this is to make the secretary hesitant about referring you to someone else.
If that secretary believes that what you have to say may be quite important to the executive, then she is unlikely to
prevent you from getting through.
Many secretaries, however, are authorized by their bosses to get very specific information from any unknown
callers before putting them through. Therefore, in many cases you will get a very friendly, but also a very competent
and thorough secretary who will question you further about the nature of your business with her boss. When that
happens, you can employ a technique known as "secretary overload."
This means that you give the secretary more information than she wishes to hear. The premise is that, since
she will not be interested in all that detail, she will elect to let you through simply to save her time, or to prevent her
from getting deeply involved in an issue that she feels her boss is better prepared to handle. It might go something
like this:
"Why certainly (Ms. Jones), I would be happy to tell you more about some of the details of the proposal. I
don't want to bore you, and I don't want to take more of your time than you have to give, but let me see if I
can explain it briefly. I think you would find it interesting. You see, your organization is in an industry which
has engaged in certain standard practices and methods for a long time, but you are about to see this industry
in turmoil, and perhaps you consider it to be in that state already. The publishing industry has for centuries
relied upon the written word, and upon the availability of fast and relatively inexpensive methods of
distribution in order to make a profit. Your organization is one which has done this quite a bit better than
most.
"However, as you know, these factors are changing. I don't need to tell you about the astronomical climb
in costs of distribution and mailing. More significant, however, is the accelerating rate at which video and
film is replacing the printed word as the media of delivery for the kind of information your organization gives
to its readers. You may have read some of the articles which have appeared in recent trade publications
forecasting the dramatic changes which this will bring to the publishing industry, so that it will be almost
unrecognizable in a few years. Those articles, as you may know, also forecast that most organizations in
publishing will not react quickly enough, and will be the victims of their own inability to cope with an
increasingly rapid pace of technological change.
"Now, it just so happens that I'm quite familiar with the nature of these changes, and I'm capable of helping
to steer an organization such as yours through these uncharted waters. [Keep going on, perhaps telling
about some of your experiences.]
"And so you see, this is not only a very critical issue for your organization, it happens to be the type of
concern which could only be resolved by the chief executive, because no one else in the organization is paid
to think on a scale this large, or this far-reaching. (David Smith) would be the only person capable of making
a decision as to whether in fact he will begin to steer his organization in this direction."
If the secretary has not already interrupted you in order to put you through, or to suggest that you call back
at such-and-such a time, then when you come to the end of your explanation, ask if that provides enough information,
or if she would like to know more.
"Is that enough information, or would you like to know more?"
In most cases, the secretary will reply that it certainly is sufficient information and will either put you through

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to the boss, or refer you to another executive. If you are referred to another executive, by all means sound very
pleased and thank the secretary for her patience, interest and assistance in referring you to the right person.
Step 5 - Overcome Referrals to a Subordinate or Personnel
In many instances, you may have only the name of the president, or chief executive officer. Often, the most
appropriate person for you to speak to may be some other executive in the organization. Ideally, the decision maker
you will want to initially contact will be two levels above your own. In other words, your potential boss's boss. If
the executive you were attempting to reach is the right person, and you are referred to a subordinate, do not be
concerned. You can start with the subordinate and then work your way back up to the appropriate executive.
If a secretary refers you to the Personnel Department, talk to someone there. That person will probably tell
you that they have no openings and would not know of any openings unless someone else in the organization were
to bring them to their attention. You would then return to the secretary who had referred you to Personnel, and say
something like this:
"Hello again, (Ms. Jones), this is (Bill Green). Thank you for referring me to (Bonnie) in Personnel. She was
very helpful. As it turns out, she would be in no position to know whether or not what I want to do for your
organization is something which your management would have interest in. She explained that it was not her
responsibility to investigate the possibility of creating new positions in response to short-term needs.
"I wonder if I could ask you to take just one more step in helping me out? You have been very helpful so far,
and I appreciate it. You see, if I could get to speak for just a few minutes with the person in the organization
who would be responsible for making decisions in my area, I believe we could determine whether they might
be interested in a personal meeting.
"The type of thing I can do is not the type of thing for which they would already have defined a position, but
it is something that most managers in my field would be interested in learning about. Could you suggest the
person in the organization who would be most appropriate for me to try to speak with for just those few
minutes?"
The magic words in dealing with a secretary are, "I WONDER IF YOU CAN HELP ME OUT?" If at any point
in your conversation with a secretary, you determine that she will not let you through to the boss, then you should use
those magic words. Request that you be referred to the appropriate person within the organization.
Step 6 - Be Prepared to Speak with the Decision Maker
When you have properly developed your technique with secretaries, you will find that you can frequently get
through to the decision maker. When you do, once again, it is necessary to be thoroughly prepared. You should start
with a short statement which tells the decision maker who you are, why you are calling, and ends with a question.
It could go something like this:
"Hello, (Mr. Smith), my name is (Bill Green). I sent you a letter last week. Do you recall receiving it?"
The decision maker may or may not recall your letter, and the conversation from this point may go into a
number of different areas. The ideal situation, of course, would be that Mr. Smith received and read your letter,
remembered it, and found it interesting. He may even be anxious to speak with you. Or, he may not have received
it, or may not remember the letter, or may have forgotten its contents. Whether his response is affirmative or negative,
explain briefly what you had written him, and ask for a personal meeting to discuss it in more detail:

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"In the letter, I indicated that I've been interested in your firm for some time now, and have a strong interest
in working with you. I am confident that my experience in directing sales and marketing efforts for fifteen
years would allow me to make an immediate and significant contribution to increase your market share,
market penetration, and profits. I would like to meet with you to explain why I feel so strongly about working
with you, and show you what I can do for you. When would be the best day and time to meet for 20-30
minutes?"
This approach may result in a personal meeting right away. It might also result in the decision maker coming
back to you asking for more information. He may be wondering why you chose to write him, why you want to work
with him, and/or more specifically what you can do for him. If so, explain briefly why you had written him, cite an
example of a situation similar to his where you were effective, using a PAR story, and ask for a personal meeting to
discuss it in more detail.
If you know something specific about the firm, an example of why you had written him might be: "I wrote
you because I'm impressed by your firm's sound reputation, and I'm interested in the rapid expansion you are
projecting, and the possible need you might have for sales and marketing professionals."
If you do not know anything very specific about the firm, an example of why you had written him might be:
"I didn't write you by chance. I wrote you because you're in the kind of business you are in, and because you're the
size organization you are. It has been my experience over the years that businesses like yours have ongoing concerns
such as: increasing cash flow, increasing profits, increasing revenues, increasing market share, increasing
productivity, or decreasing costs. Which would be your greatest concern at the present time?" (Answer) "Then I
think we should definitely meet to discuss the possibilities in more detail. When would be the best day and time to
meet for 20-30 minutes?"
Citing an example of a situation similar to his where you were effective, using a PAR story, might be:
"As Division Sales and Marketing Manager for (XYZ Ice Cream), my original objective was to turn around
the company's lagging sales and reputation, from #4 position and 4% market share, to become the leading
ice cream distributor in the region, by the end of the year. I increased selling space by +330% and +350%
at (Albertson's) and (Smith's) respectively. I gained 100% distribution on all major brands in all supermarkets by the fall of 1994, and gained "set captain" status in all major accounts. I achieved sales volumes of
+7% and +15% over annual sales objectives for 1993 and 1994 respectively. I increased sales volume +96%
from 1992 to 1994. I increased average sales from $22,000 per week in 1991 to $141,000 per week in 1994.
I increased market share from 2.3% to 11.7% by 1993. I increased market share to 24% by 1994 year end
to make (XYZ Ice Cream) the top distributor. And I can get similar results for you."
You should always be ready to relate a brief PAR story which demonstrates how you took action in a
somewhat similar situation and achieved certain results. After relating the story, you should ask a feedback question
such as: "Mr. Smith, do you think this kind of approach might have some current relevance in your company?"
Phrase your question so that it is easy for the decision maker to answer in the affirmative. When he does, your
reply might sound like this: "Well then, I think we definitely should meet. I would like to meet with you to explain in
more detail why I feel so strongly about working with you, and show you how I can get similar results for you.
Certainly at the very least, we will uncover one or two ideas which should prove helpful. When would be the best day
and time to meet for 20-30 minutes?"
The examples of the dialogue given above assume that you will get a positive response right away. However,
in many cases, you will not get a positive response immediately, and you should be prepared. Remember, at this point
the other person really does not know exactly what you can do for him. He may also be very busy, so it would be only

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natural for him to respond with any of a half-dozen remarks which may not be very positive.
Step 7 - Prepare for Rejection
If a negative or unexpected remark catches you by surprise, and results in your ending the conversation on
a negative note, then you should do the following immediately after hanging up the phone:
1. Take an index card and write down the negative comment which caused you the problem;
2. Determine what you could have said in order to get around that problem and keep the conversation going
in the direction you wanted it to go;
3. Write down on the index card exactly what you would say the next time you encounter a similar
statement;
4. Keep that card in front of you when you make your next call, and if you do encounter a similar comment,
be ready to read your reply directly from the card.
This should be done every time you come up against a comment which stops you from arranging an interview.
You could have as many as 15 to 20 cards in front of you as you make your calls. Although a remark might block
you the first time, you will very soon become comfortable in handling it because you will be better prepared, and will
not even have to stop to think before answering it. All you need do is read from the card. The experience of
successful job seekers, including a great many who were not high-powered in their personality, or especially
comfortable over the phone, demonstrates that this method really works.
As soon as you understand that you cannot expect to be polished on the phone immediately, but rather that
you should expect to develop your talents gradually, you will begin to feel good about your progress in handling
phone situations. Practice your responses to different queries which might be objections to your success. Only with
repeated practice will you be able to gain and maintain control of the telephone contact this most important prelude
to your interview.
Step 8 - Overcome Objections with Prepared Responses
Following are a few examples of specific objections you might encounter, and some of the responses that you
could use to deal with them more effectively:
Objection: "What is it, are you looking for a job with us?"
Response: "I'm looking for the right job the right situation, in the right organization, where I can increase
revenues, market share and profits. I have good reason to believe that it may be your organization.
Would you like to know why?" (If yes) "When would be the best day and time to meet for 20-30
minutes?"
Objection: "I'm very busy, and I don't have much time. (I'm leaving the country for several weeks or I'm leaving on
vacation, etc.). Just what do you think you can do for us?"
Response: "The very fact that you don't have much time is one of the many reasons I could help you. Beyond that,
there are three or four specific areas in which I'm especially well equipped to help you, if you have a
need. Two of them represent potential opportunity areas, which I suspect you are probably giving at
least some thought to. Do you have time for me to tell you briefly what they are?" (continuing if the

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answer is yes)
"The first relates to controlling an organization which is growing as rapidly as yours. It would be
unusual if you were able to control your growth smoothly while expanding at such a rapid rate, and this
is one area in which I am particularly accomplished.
"The second relates to identifying those specific market niches which represent the best growth directions
for you. No organization has unlimited capital, and it's critical to select the markets that you can serve
most efficiently, at the best margins. The guidelines for making those decisions are also areas where I
have a good deal of experience.
"The third area involves expansion. You might want to acquire another company, but have no one at this
time to whom you can trust that kind of responsibility. The presence of someone like myself in your
organization would enable you to do that.
"The fourth area involves the difficulties a fast-growing organization experiences in getting different
departments to work together smoothly. I'm speaking about the traditional relationships between sales,
design engineering and manufacturing. Making even small improvements here can often yield big profit
savings. These are in addition to the first things I mentioned, which will free up your time so that you
can spend it where you think you will be most effective.
"Unless I miss my guess, at least one of these areas is of concern to you ... where you think you could
make some improvements?"
Obviously, an answer like this assumes that you will be well prepared in terms of knowing how you can
benefit an organization. That will depend upon your background. The significance is that you are ready to talk not
about your strengths, but about the areas in which you can contribute by using those strengths. They can be specific
but general, and apply to almost any organization of a given size in a given industry.
Objection: "Do you have any idea of what we do here?"
Response: "I know that you have been in business since 1983, that you have over 100 employees, that your revenues
are about $5 million, and that you manufacture computer terminals. But I'm interested enough in
working for you that I would like to know a lot more."
Objection: "We do have some openings. What salary level are you interested in?"
Response: "I guess that would depend on the opportunities available, and the commensurate responsibilities. Salary
is important, but not as important as finding "The Right Job". I'm looking for the right situation, in the
right organization, where I can increase revenues, market share and profits. I have good reason to
believe that it may be your organization. Would you like to know why?"
Objection: "I reviewed your letter and forwarded it to Personnel."
Response: "Thank you. Who would be the appropriate person to follow up with in Personnel?"
Objection: "We're not looking for anybody, and we really don't believe we have any needs in that area."
Response: "Mr. Smith, when I wrote you, I didn't think for a moment that you had already defined any needs in this
area. No, my writing you was based on the assumption that you may not yet have recognized the specific

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opportunity areas I'm calling about. Believe me, I'd never presume to take your time if I were not firmly
convinced that you're sitting on top of some opportunity areas where I know I could be valuable. It's
true, isn't it, that you are very well positioned to take advantage of the trend toward (computerized
graphics or automated distribution systems, etc.)?"
Objection: "Times are bad right now and, while what you say sounds interesting, we're contracting rather than
expanding. I don't think we would be interested in doing anything in the near future."
Response: "I'd certainly agree with you that it is a tough market. In almost every area this is a good time to be
cutting back or putting off action. It so happens, however, that the area I'm talking about is probably
the one exception to the rule.
"In fact, this is the one area where it probably makes more sense to take action now, rather than wait for
an upturn. The reasons why could be quite important to you, and I'd like to take a moment to discuss
them. Or, if you don't have time on the telephone now, I'd like to take the time to come in and discuss
them in person."
Obviously, the examples above relate to specific situations, but they should give you some ideas of how it
is possible to take almost any comment, and be ready to handle it so that it does not get in the way of your setting up
an interview.
Telephone Tips
1. Once you get an interview, do not stop calling. Keep the momentum going. "Success breeds success."
2. The phone conversation should not be a monologue. Ask questions such as, "Would you like to hear some of my
ideas for contributions I could make?"
3. The best time to reach a decision maker is early in the morning or late in the day. Try to catch them on their way
into the office, before the secretary arrives. That will minimize interference.
4. Individuals and businesses that have shown some interest in you deserve a phone follow-up, even if what you
received was just a somewhat de-personalized or complimentary reject.
5. As soon as you get an interview scheduled, stop talking and hang up. If you keep talking, the person granting
the interview may have a change of heart. Conclude with, I look forward to meeting with you on Tuesday
afternoon at 2:30 for 20-30 minutes. Thank you for taking my call. See you then.
6. Results of phone contacts are immediately measurable. Based upon the reaction, you can rapidly evaluate your
comments assessing the need for changes. Each phone call provides an opportunity to test and modify. Further
test and continue to change your script until you are comfortable high confidence and enthusiasm.
7. Stop after each five calls to evaluate questions asked of you, objections raised, refusal ploys used, etc. Make
necessary modifications as you go along and have the best possible written answer ready for each type of
question you may encounter as you make future calls.
8. Do not expect to achieve an exceptional rate of success with telephone calls. Substantial rejection must be
anticipated and accepted without interpretation as personal rejection. Other means of follow-up and additional
phone calls can be pursued to maintain an active interest in desirable target organizations.

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9. Keep meticulous records of every call directly on your file card for each target organization. Additional
follow-up procedures may be warranted at a later point. See Appendix K, "Sample Contact/Word Processing
Card," for sample file card format.
10. Decision makers know that any individual who takes the time and trouble to call is sincerely interested and
somehow more special. Today, organizations want aggressive talent more than ever before.
11. Brevity is a key to success in using the telephone. Make all necessary points in the shortest possible time (except
for "secretary overload").
12. A good telephone voice contains a smile. It is a voice with variety in its expression and tone, and one that
pronounces words clearly, carefully and slowly. The choice of words is important. Technical jargon and slang
are to be avoided, as is over-familiarity. Again, a mirror, as has already been mentioned, will help you to
personalize your voice.
13. The purpose of the phone call is to schedule an interview. It is your opportunity to educate and inform a potential
employer. Even where you have received a reject letter, it always makes sense to call those organizations you
know you can help. Plan to introduce additional selling points relevant to your capability which were not in your
letter or resume. Introducing new information is always a legitimate reason for following up an initial contact.

14. No matter what the outcome, always take time to give the call a good, upbeat, pleasant ending. Never sound
disappointed, depressed, hurt, or angry. Thank the listener and do your best to close the conversation in a way
that will leave the person feeling satisfied, positive and uplifted.
15. If you do not get through, always leave a message. Ask the secretary to help you by suggesting the best times
to call back.
16. Follow up. Record your notes on a file card. Note the time of your next follow-up.
17. Be ready for incoming calls. Use voice mail, an answering service, or answering machine if you are not at home
during the day. Do not let your phone get tied up for long periods. You may want to investigate "call waiting"
and "call forwarding" services from your telephone company. If young children answer the phone, train them
properly in taking messages.
A Brief Review
Now is as good a time as any for you to get started on developing and improving your telephone techniques.
Reading these instructions is helpful, but the only way that you will truly develop your skills is to get into it, and to
begin making your calls.
Before calling, it is important to have in front of you a card with an introduction, and some fail-safe quotes
and comments. This way you can immediately refer to them should the occasion arise when you are at a loss for
words. Remember:

! You are not calling to apply for a job, but rather to explore the needs of the organization in terms of your
abilities.
! You are looking to set up an appointment to explore the possibilities, and see if we can come to a meeting
of the minds.

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! The interview should be face-to-face, not over the phone. Therefore, your remarks should be directed to
arranging that meeting.
! Show continual confidence, enthusiasm and interest. Even a refusal can be turned around at a later date.
At the very least, the person called can be a source of referrals.
Review these tips frequently and then get on with it. Launch into your prepared script, punctuating your
sentences with verbal inflections. Close and close again with different requests for an appointment. Remember, you
may get your "yes" only after several attempts. Good luck! As you get good at this, it will build your power and
confidence enormously. It may even become a lot of fun!
Sample Telephone Dialogues Summary
Secretary:

XYZ Company, (Ms. Jones) speaking, how may I help you?

You:

Good morning (Ms. Jones), this is (Bill Green) calling. I have been corresponding with (David Smith),
and he should be expecting my call. Is he in?

Secretary:

Yes he is.

You:

Thank you, would you put me through please?

Secretary:

Mr. Smith isn't available at the moment. He is (in conference/out of town). May I take a message, and
have him return your call?

You:

I wonder if you can help me out? When would be the best day and time to reach him? (Fairly early
Tuesday morning.) Good, I'll call back at 9:00 on Tuesday morning. And please tell him that I called.
My name again is Bill Green.

Secretary:

May I tell him what this is regarding?

You:

I'm following up the letter that I sent him last week, as I promised him that I would.

Secretary:

May I tell him what the letter is in reference to?

You:

It is a business proposal. But, perhaps I'm calling at a bad time. I wonder if you can help me out?
When would be a better day and time to reach him?

Secretary:

May I tell him what the proposal is about?

You:

I suggested a personal meeting in my letter, to discuss ... (a new business direction for your
organization; or information with respect to building sales quickly in a market which is important to
your organization; or the fact that I have just recently been through what I expect your organization will
soon be facing with respect to some major management decisions).

Secretary:

Mr. Smith is extremely busy right now. I need more information about your proposal to see if he is the
right person to speak with, or perhaps someone else.

You:

(This is referred to as the Secretary Overload) Why certainly (Ms. Jones), I would be happy to tell

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The Job Seekers Bible - How to Create Your Dream Job and Get It
you more about some of the details of the proposal. I don't want to bore you, and I don't want to take
more of your time than you have to give, but let me see if I can explain it briefly. I think you would find
it interesting. You see, your organization is in an industry which has engaged in certain standard
practices and methods for a long time, but you are about to see this industry in turmoil, and perhaps
you consider it to be in that state already. The publishing industry has for centuries relied upon the
written word, and upon the availability of fast and relatively inexpensive methods of distribution in
order to make a profit. Your organization is one which has done this quite a bit better than most.
However, as you know, these factors are changing. I don't need to tell you about the astronomical
climb in costs of distribution and mailing. More significant, however, is the accelerating rate at which
video and film is replacing the printed word as the media of delivery for the kind of information your
organization gives to its readers. You may have read some of the articles which have appeared in recent
trade publications forecasting the dramatic changes which this will bring to the publishing industry, so
that it will be almost unrecognizable in a few years. Those articles, as you may know, also forecast that
most organizations in publishing will not react quickly enough, and will be the victims of their own
inability to cope with an increasingly rapid pace of technological change.
Now, it just so happens that I'm quite familiar with the nature of these changes, and I'm capable of
helping to steer an organization such as yours through these uncharted waters. [Keep going on, perhaps
telling about some of your experiences.]
And so you see, this is not only a very critical issue for your organization, it happens to be the type of
concern which could only be resolved by the chief executive, because no one else in the organization
is paid to think on a scale this large, or this far-reaching. David Smith would be the only person
capable of making a decision as to whether in fact he will begin to steer his organization in this
direction. Is that enough information, or would you like to know more?
Secretary:

I reviewed your letter and forwarded it to Personnel.

You:

Thank you. Who is the Human Resources Manager?

(After speaking with Personnel) Thank you for referring me to (Bonnie) in Personnel. She was very
helpful. As it turns out, she would be in no position to know whether or not what I want to do for your
organization is something which your management would have interest in. She explained that it was
not her responsibility to investigate the possibility of creating new positions in response to short-term
needs.
I wonder if I could ask you to take just one more step in helping me out? You have been very helpful
so far, and I appreciate it. You see, if I could get to speak for just a few minutes with the person in the
organization who would be responsible for making decisions in my area, I believe we could determine
whether they might be interested in a personal meeting.
The type of thing I can do is not the type of thing for which they would already have defined a position,
but it is something that most managers in my field would be interested in learning about. Could you
suggest the person in the organization who would be most appropriate for me to try to speak with for
just those few minutes?

Secretary:

Mr. Smith is no longer with us.

You:

Oh, I didn't know he had left the company. When did he leave ... and who replaced him?

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Executive:

Hello, David Smith speaking.

You:

Hello, (Mr. Smith), my name is (Bill Green). I sent you a letter last week. Do you recall receiving it?

Executive:

Yes, it was very interesting, and I've been looking forward to speaking with you. OR, No, what was
it about?

You:

In the letter, I indicated that I've been interested in your firm for some time now, and have a strong
interest in working with you. I am confident that my experience in directing sales and marketing efforts
for fifteen years would allow me to make an immediate and significant contribution to increase your
market share, market penetration and profits. I would like to meet with you to explain why I feel so
strongly about working with you, and show you what I can do for you. When would be the best day and
time to meet for 20-30 minutes?

Executive:

Why did you write me? Why do you think you would want to work for us? What do you think you can
do for us?

You:

I wrote you because I'm impressed by your firm's sound reputation, and I'm interested in the rapid
expansion you are projecting, and the possible need you might have for sales and marketing
professionals.
I didn't write you by chance. I wrote you because you're in the kind of business you are in, and
because you're the size organization you are. It has been my experience over the years that businesses
like yours have ongoing concerns such as: increasing cash flow, increasing profits, increasing revenues,
increasing market share, increasing productivity, or decreasing costs. Which would be your greatest
concern at the present time? (Answer) Then I think we should definitely meet to discuss the possibilities
in more detail. When would be the best day and time to meet for 20-30 minutes?
As Division Sales and Marketing Manager for (XYZ Ice Cream), my original objective was to turn
around the company's lagging sales and reputation from #4 position and 4% market share, to
become the leading ice cream distributor in the region, by the end of the year. I increased selling space
by +330% and +350% at (Albertson's) and (Smith's) respectively. I gained 100% distribution on all
major brands in all supermarkets by the fall of 1994, and gained "set captain" status in all major
accounts. I achieved sales volumes of +7% and +15% over annual sales objectives for 1993 and 1994
respectively. I increased sales volume +96% from 1992 to 1994. I increased average sales from
$22,000 per week in 1991 to $141,000 per week in 1994. I increased market share from 2.3% to 11.7%
by 1993. I increased market share to 24% by 1994 year end to make (XYZ Ice Cream) the top
distributor. And I can get similar results for you.
Mr. Smith, do you think this kind of approach might have some relevance in your situation, in your
company?

Executive:

Well ... perhaps.

You:

Well then, I think we definitely should meet. I would like to meet with you to explain in more detail
why I feel so strongly about working with you, and show you how I can get similar results for you.
Certainly at the very least, we will uncover one or two ideas which should prove helpful. When would
be the best day and time to meet for 20-30 minutes?

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Objection:

What is it, are you looking for a job with us?

Response:

I'm looking for the right job the right situation, in the right organization, where I can increase
revenues, market share and profits. I have good reason to believe that it may be your organization.
Would you like to know why? (If yes) When would be the best day and time to meet for 20-30
minutes?

Objection:

I'm very busy, and I don't have much time. (I'm leaving the country for several weeks or I'm leaving
on vacation, etc.). Just what do you think you can do for us?

Response:

The very fact that you don't have much time is one of the many reasons I could help you. Beyond that,
there are three or four specific areas in which I'm especially well equipped to help you, if you have a
need. Two of them represent potential opportunity areas, which I suspect you are probably giving at
least some thought to. Do you have time for me to tell you briefly what they are? (Continuing if the
answer is yes)
The first relates to controlling an organization which is growing as rapidly as yours. It would be
unusual if you were able to control your growth smoothly while expanding at such a rapid rate, and this
is one area where I have experience and achievements.
The second relates to identifying those specific market niches which represent the best growth
directions for you. No organization has unlimited capital, and it's critical to select the markets that you
can serve most efficiently, at the best margins. The guidelines for making those decisions are also areas
where I have a good deal of experience.
The third area involves expansion. You might want to acquire another company, but have no one at
this time to whom you can trust that kind of responsibility. The presence of someone like myself in your
organization might enable you to do that.
The fourth area involves the difficulties a fast-growing organization experiences in getting different
departments to work together smoothly. I'm speaking about the traditional relationships between sales,
design engineering and manufacturing. Making even small improvements here can often yield big profit
savings. These are in addition to the first things I mentioned, which will free up your time so that you
can spend it where you think you will be most effective.
Unless I miss my guess, at least one of these areas is of concern to you ... where you think you could
make some improvements?

Objection:

Do you have any idea of what we do here?

Response:

I know that you have been in business since 1983, that you have over 100 employees, that your
revenues are about $5 million, and that you manufacture computer terminals. But I'm interested enough
in working for you that I would like to know a lot more.

Objection:

We do have some openings. What salary level are you interested in?

Response:

I guess that would depend on the opportunities available, and the commensurate responsibilities.
Salary is important, but not as important as finding "The Right Job". I'm looking for the right situation,
in the right organization, where I can increase revenues, market share and profits. I have good reason

Ch. 17 Pg. 148

Phone Strategies That Win More Interviews

to believe that it may be your organization. Would you like to know why?
Objection:

I reviewed your letter and forwarded it to Personnel.

Response:

Thank you. Who would be the appropriate person to follow up with in Personnel?

Objection:

We're not looking for anybody, and we really don't believe we have any needs in that area.

Response:

Mr. Smith, when I wrote you, I didn't think for a moment that you had already defined any needs in this
area. No, my writing you was based on the assumption that you may not yet have recognized the
specific opportunity areas I'm calling about. Believe me, I'd never presume to take your time if I were
not firmly convinced that you're sitting on top of some opportunity areas where I know I could be
valuable. It's true, isn't it, that you are very well positioned to take advantage of the trend toward
(computerized graphics or automated distribution systems, etc.)?

Objection:

Times are bad right now and, while what you say sounds interesting, we're contracting rather than
expanding. I don't think we would be interested in doing anything in the near future.

Response:

I'd certainly agree with you that it is a tough market. In almost every area this is a good time to be
cutting back or putting off action. It so happens, however, that the area I'm talking about is probably
the one exception to the rule.
In fact, this is the one area where it probably makes more sense to take action now, rather than wait
for an upturn. The reasons why could be quite important to you, and I'd like to take a moment to discuss
them. Or, if you don't have time on the telephone now, I'd like to take the time to come in and discuss
them in person.

Ch. 17 Pg. 149

Chapter 18
Your Personal Marketing Plan

Hopefully, you have a good understanding of what it takes to run a successful job search campaign. You are
ready to develop and implement your plan of action if you: (1) are focused with specific career goals and job
objectives, and have positioned yourself appropriately in the job market; (2) developed your communications strategy;
(3) prepared your resumes and letters; (4) made arrangements for word processing and an answering machine or
service; (5) identified appropriate recruiters; (6) prepared your references; (7) prepared a list of your friends and
acquaintances, influentials and other networking contacts; (8) subscribed to appropriate newspapers and
trade/professional journals; (9) and identified potential employer contacts.
Follow-through on your part with this marketing plan outline should enable you to generate a high level of
interest and interviews you should be able to double your level of activity. But to convert interviews to offers, it
will be absolutely necessary for you to refine your presentation skills, establish networks, and follow up on
correspondence and interviews.
Assets
By now you should have identified your functional strengths and job-related assets, and, more importantly,
how you can use them to benefit any organization. Properly articulated, they will greatly enhance your candidacy
in a variety of situations. Following are qualifications employers look for:

!
!
!
!
!
!
!
!

Successful work history

Relevant functional experience
Relevant industry experience
Good education
Realistic, specific goals
Good references
Stability
Goal and results-oriented

!
!
!
!
!
!
!
!

Ability to communicate well

Assertive
Positive attitude
Problem solver
Professional appearance
Good interpersonal skills
Confidence
Enthusiasm

Liabilities
By now you should have also identified your functional weaknesses and job-related liabilities, and strategies
for dealing with them. It is important that you minimize the impact of any liabilities by redirecting them and
emphasizing your strengths.
Functional Options
In analyzing your functional options, those which seem most appropriate at this time are:
1.
2.
3.
4.

6.
7.
8.
9.

Ch. 18 Pg. 150

Your Personal Marketing Plan

5.

10.

Industry Options
In analyzing your industry options, those which seem most appropriate at this time are:
1.
2.
3.
4.
5.

6.
7.
8.
9.
10.

Income Level
Your realistic income range should be between $
and $
. You should normally allow a 15%
variance for negotiations, and seriously consider situations where the base salary is on the lower end. You may find
that incentive compensation or perquisites can add substantially to this figure. Remember, too, that it is often possible
to upgrade a position once the organization is sold on you.
Positioning Strategy
You are positioning yourself as a (see Positioning Yourself in the Job Market," Chapter 5).
Again, for emphasis, when you talk about present employers or positions held, make no negative references,
but speak only of what you have gained and contributed in each position held. There is nothing to be gained from
negative comments. Even negatives can be stated positively. You should underscore that you have gained a great
deal from the job and contributed much to the organization, but you are now ready to further pursue your career goals
in a new setting where you think they can best be achieved.
An essential part of your strategy will be to communicate your strengths in easily understood phrases. It is
important to develop your thinking as to personal descriptors with which you describe yourself. These can then be
used during any form of communication: a letter, resume, phone conversation, or personal meeting.
Applying these personal descriptors in an intelligent manner can be an important factor in enabling you to
distinguish yourself from the competition. Once these are woven into your communications, you should be ready to
back up each of them with an explanation by way of PAR stories. You may want to practice your PAR's with family
or friends, then record your polished PAR's on a tape recorder.
A Personal Marketing Plan of Action
For maximum exposure and activity, you should make 100 contacts for each $10K of annual income, at the
rate of 100 contacts per month. For example, if you are seeking $50,000, your objective would be to make 500
contacts over a 5-month time period. Additionally, schedule your time, effort, priorities and contacts as follows: 20%
ads and recruiters; 40% networking; and 40% direct employer contact. Using the previous example, ads and recruiter
contacts would equal 100, and networking and direct employer contacts would equal 200 each.
The following references to letters are to those provided in Appendix J, "Letter Samples." A "Campaign
Planning Schedule" is provided at the end of this chapter to help organize your campaign. The suggested quotas and
activities in this sample planning schedule are based on the same $50,000 income level example used above.

Ch. 18 Pg. 151

The Job Seekers Bible - How to Create Your Dream Job and Get It
Ads
The first and most obvious areas to begin your job search are with advertised openings and recruiting firms.
In both areas, the probability of quick action is small, so the more contacts you make, the greater the odds for success.
Responding to advertised openings and contacting recruiting firms should be an on-going part of your job search.
Responding to ads should be scheduled for the first or second week of your campaign. You should pursue
all advertised positions in which you are interested, and for which you feel 80% qualified. Additionally, you should
respond to ads that are 12 weeks old. This is because many will not yet be filled, or will again be vacant because the
individual hired did not work out. On this basis, you should find several situations per week in newspapers or
trade/professional publications which will warrant pursuing.
Regular Ads - This should be a 3-step process: (1) Send the "A" Introduction Letter; (2) follow up with a
telephone call to schedule an interview within one week; (3) if the decision maker is not available after two weeks
of follow up calls, you could then send Follow-up Cover Letter "A-F" with resume.
Blind Ads - This should be a 2-step process: (1) Send the "B" Cover Letter with resume; (2) follow up with
the follow-up cover letter "B-F" with another resume two weeks later if you have not heard back.
Recruiters
Your initial contact with recruiters should also be scheduled for the first or second week of your campaign.
You should be very selective to which recruiters you send your resume. If you do not, it could backfire. Try to work
with only two or three. Seek to establish long-term relationships and stay in touch with those with whom you have
established a good rapport and mutual interest.
Local - This should be a 3-step process: (1) Initial contact should be by phone. Ask for the specialist in your
field, or the manager. Review the highlights of your background. (2) If there is interest, send Cover Letter "C" plus
resume. (3) Follow up these cover letters and resumes by phone after two weeks.
Out of Town - This should be a 2-step process: (1) Initial contact should be Cover Letter "C" plus resume.
(2) Follow up these cover letters and resumes by phone after two weeks. This process could be the same as for local
recruiters, but this will save the time and expense of long distance phone calls.
References
You should prepare at least three to six references during the first two weeks of your campaign. These should
be primarily business references: people who can attest to your abilities as a professional. Also, do not be hesitant
to ask your references for additional employer contacts, because they will want to help you.
This should be a 3-step process: (1) Your initial contact with references should be by phone; (2) followed up
by Cover Letter "D" plus resume; (3) followed up by another phone call.
Friends and Acquaintances
Activity in this area should be extremely high. You should contact at least 50-100 (more if you can) friends
and acquaintances, starting the first or second week.
This should be a 3-step process: (1) Your initial contact with friends and acquaintances should be by phone
or personal visit; (2) followed up by Cover Letter "E" plus resume; (3) followed up by phone or personal visit within

Ch. 18 Pg. 152

Your Personal Marketing Plan

two weeks of mailing.
Influential Persons and Referrals
Remember, the only difference between personal contacts and influentials is that you already know the
former, but the latter will probably be strangers to you. Once you have made contact, however, they are no longer
strangers, but instead become personal contacts. This is an excellent method of developing a wide network of
personal contacts, and it works because almost everyone wants to help someone who is looking for a job. You will
probably find that many of these contacts will be helpful to you long after you are in your new position.
Primary Influentials - This should include traditional centers of influence such as bankers; federal, state and
local politicians; lawyers; accountants; insurance agents; educators; clergy; and economic development officials.
Secondary Influentials - You should also contact people who are not normally considered influential, but
who could have some impact on your campaign. They may be peers or even a level below your own, who already
work for the organizations on your target list. They can be contacted ahead of time to gain inside information before
making your formal contacts. The same category includes suppliers or other people who might be familiar with a
given industry.
Membership Organizations - You should consider several contacts here. An official of a business association, professional membership, trade or labor organization, civic and social associations, political or religious
organizations may provide introduction to employers who would be appropriate for you. Examples to consider would
be the Better Business Bureau, Chamber of Commerce, Rotary, Kiwanis, Sales and Marketing Executives, Personnel
Associations, etc. Consult the Yellow Pages under "Associations" and the Gale Research Directory of Associations
at the library for a complete list.
Networking with Influentials and Referrals should be a two-step process, as you think appropriate: (1)
Initially send the F Cover Letter plus resume; (2) follow up with a telephone call to schedule an interview within
one week of mailing. Mark envelopes PERSONAL AND CONFIDENTIAL.
Imminent Opportunities
This should prove an interesting avenue for you. New construction, product introductions, news about
expansions, unusual advertising campaigns, promotions, reorganizations, divestitures and news of problems all
constitute information that will help you anticipate any openings. You should scan the business press and appropriate
trade publications to uncover at least 1 or 2 appropriate Imminent Opportunities weekly.
This should be a 3-step process: (1) After you have done your research, send the "G" Introduction Letter about
the third week of the campaign; (2) follow up with a telephone call to schedule an interview within one week; (3) if
the decision maker is not available after two weeks of follow up calls, you could then send Follow-up Cover Letter
"G-F" with resume.
Primary and Secondary Employers
You should develop a mailing list with names and addresses of potential employers and specific, appropriate
functional decisions makers by name and title. An appropriate individual to initiate contact with would be a decision
maker two levels above you your boss' boss not personnel.
Primary Employers - Primary Employers are defined as those that fit exactly the specifications or qualifiers
you have set for the ideal job and/or situation (i.e. industry type, reputation, size, location, known need, growth, etc.),

Ch. 18 Pg. 153

The Job Seekers Bible - How to Create Your Dream Job and Get It
and for whom your initial confidence and enthusiasm are both 8+. They would be ideal employers to work for and
could be described as "best-of-the-best."
This should be a 3-step process: (1) Initially send the "H" Introduction Letter about the third week of the
campaign; (2) follow up with a telephone call to schedule an interview within one week; (3) if the decision maker is
not available after two weeks of follow up calls, you could then send Follow-up Cover Letter "H-F" with resume.
The number of initial contacts (mailings) each week is limited only by the number you can adequately follow up each
week by phone. It is important to note here that all envelopes which are addressed to specific potential employers
by name should be marked PERSONAL AND CONFIDENTIAL. This has proven helpful to get your mail read by
the appropriate decision maker.
Secondary Employers - Secondary Employers are defined as those that do not exactly fit the specifications
you have established, but come pretty close. These are employers for whom your initial confidence or enthusiasm
is 8+. They are "next best." This should be a 2-step process: (1) Send the "I" Cover Letter with resume about the third
week of the campaign; (2) follow up with the Follow-up Cover Letter "I-F" with another resume two weeks later if
you have not heard back.
A sample "thank you" letter has been provided in the "Letter Samples" which should be sent as a follow-up
to each and every interview. Additionally, a thank you note or letter would be most appropriate for anyone who is
of assistance in the course of your job search.
Daily Checklist
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.

Have the right attitude.

Devote adequate time to your job search.
Deserve confidence through sincerity.
Build confidence by being prepared.
Be enthusiastic.
Get organized.
Think in terms of others interest.
Become a possibility thinker.
Develop an open and inquiring mind.
Always look your best.
Find the key issue.
Ask better questions.
Listen.
Give appreciation and praise.
Smile and be happy.
Remember names and faces.
Network for contacts and referrals.
Practice role playing for interviews.
Use many different avenues for job hunting.
Target smaller organizations instead of larger ones.
Maximize your exposure.
Do your homework.
Take the initiative to meet fact-to-face with employers.
Be gently persistent without becoming obnoxious.
Get a commitment.
Follow up.

Ch. 18 Pg. 154

Your Personal Marketing Plan

Conclusion
A job search campaign requires a tough mind-set. Few will ever receive an offer from each interview.
Rejection, even for the most qualified of all candidates, can be exceedingly high during such a period. As a
consequence, a person's self-image may become vulnerable. Following is an illustration of the process:
NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO YES
You will want to execute your campaign by design, not desperation. When compared to your assets, your
liabilities are probably minimal, provided that you practice overcoming them. Similarly, you must articulate your
assets in the form of personal descriptors and PAR's.
If you follow the marketing plan guidelines provided, and exhibit confidence and enthusiasm for the
campaign, you will be successful. And, if you are not having fun in the process, something is wrong. Was dating
fun? Fishing? Hunting? Of course. So then will this process be enjoyable ... if you execute this "game plan"
correctly.

Ch. 18 Pg. 155

Sample Campaign Planning Schedule

It is recommended that you make best efforts to reach these campaign plan quotas. Schedule all activities, time tables
and actions using achievable and realistic goals. Follow through and follow up. Recommendation (1): 100 contacts
for each $10K of annual income, at the rate of 100 contacts per month. Recommendation (2): Schedule your time,
effort, priorities and contacts as follows: 20% Ads & Recruiters; 40% Networking; 40% Direct Employer Contact.
This sample schedule is based on an annual income of $50,000.
Week of
1

10

11

12

Phase I - Ads & Recruiters (20% of quota = 100)

Regular Ads
(12 weeks back)

Plan
Quotas

Number to Contact

80

Method of Contact (A ltr)*

IL

Method of Follow-up (phone)*

Method of Follow-up (A-F ltr)*

Blind Ads
(12 weeks back)
Method of Contact (B ltr)*

Method of Follow-up (B-F ltr)*

Recruiters
Number to Contact
Method of Contact (C ltr)*
Method of Follow-up*
*IL = Introduction Letter

20

10

10

C
P
*CR = Cover Letter/Resume

Ch. 18 Pg. 156

*P = Phone

*V = Visit

Week of
1

10

11

12

10

10

10

10

31

21

21

21

21

21

21

Phase II - Networking (40% of quota = 200)

References
Number to Contact

Method of Contact (phone)*

8
P/

Method of Follow-up (D ltr)*

Friends/Acquaintances
Number to Contact

14

Method of Contact (phone)*

P/

Method of Follow-up (E ltr)*

Influentials/Referrals
Number to Contact

55

Method of Contact (F ltr)*

10

Method of Follow-up (phone)*

Phase III - Direct Employer Contact (40% of quota = 200)

Imminent Opportunities
Number to Contact

40

Method of Contact (G ltr)*

IL

Method of Follow-up (phone)*

Method of Follow-up (G-F ltr)*

Primary Employers
Number to Contact

60

Method of Contact (H ltr)*

IL

Method of Follow-up (phone)*

Method of Follow-up (H-F ltr)*

Secondary Employers
Number to Contact

10

Method of Contact ( I Itr)*

Method of Follow-up (I-F ltr)*

Total Plan Quotas
*IL = Introduction Letter

5
C

50

34

36

31

31

*CR = Cover Letter/Resume

31

*P = Phone

Ch. 18 Pg. 157

*V = Visit

My Campaign Planning Schedule

It is recommended that you make best efforts to reach these campaign plan quotas. Schedule all activities, time tables
and actions using achievable and realistic goals. Follow through and follow up. Recommendation (1): 100 contacts
for each $10K of annual income, at the rate of 100 contacts per month. Recommendation (2): Schedule your time,
effort, priorities and contacts as follows: 20% Ads & Recruiters; 40% Networking; 40% Direct Employer Contact.
Week of
1

Phase I - Ads & Recruiters (20% of quota = 100)

Regular Ads
Plan
(12 weeks back)
Quotas
Number to Contact
Method of Contact (A ltr)*

IL

Method of Follow-up (phone)*

Method of Follow-up (A-F ltr)*

Blind Ads
(12 weeks back)
Method of Contact (B ltr)*

Method of Follow-up (B-F ltr)*

Recruiters
Number to Contact
Method of Contact (C ltr)*
Method of Follow-up*
*IL = Introduction Letter

C
P
*CR = Cover Letter/Resume

Ch. 18 Pg. 158

*P = Phone

*V = Visit

10

11

12

Week of
1

Phase II - Networking (40% of quota = 200)

References
Number to Contact
Method of Contact (phone)*

P/

Method of Follow-up (D ltr)*

Friends/Acquaintances
Number to Contact
Method of Contact (phone)*

P/

Method of Follow-up (E ltr)*

Influentials/Referrals
Number to Contact
Method of Contact (F ltr)*

Method of Follow-up (phone)*

Phase III - Direct Employer Contact (40% of quota = 200)

Imminent Opportunities
Number to Contact
Method of Contact (G ltr)*

IL

Method of Follow-up (phone)*

Method of Follow-up (G-F ltr)*

Primary Employers
Number to Contact
Method of Contact (H ltr)*

IL

Method of Follow-up (phone)*

Method of Follow-up (H-F ltr)*

Secondary Employers
Number to Contact
Method of Contact ( I Itr)*

Method of Follow-up (I-F ltr)*

Total Plan Quotas

*IL = Introduction Letter

*CR = Cover Letter/Resume

*P = Phone

Ch. 18 Pg. 159

*V = Visit

10

11

12

PART IV
WINNING MORE JOB OFFERS

Chapter 19
Dress to Your Potential For Men

It Pays to Dress Well

Studies reveal that 7% of the impression we make on others is determined by what we say; 38% by how we
say it; and 55% by how we look and behave when we say something. Your ability to be convincing and credible
during personal business meetings will be greatly enhanced or diminished by your appearance. For this reason, you
must be attentive to your dress and grooming. Good dress and grooming will help to ensure that you make the very
best impression by putting your best foot forward.
Dress to Your Potential
The higher you rise in your career and in a particular organization, the more important your personal attire
becomes. You will want to look like you are capable and ready for the level of position you are seeking. By not
dressing well, you are certain to offend some decision makers. Appearance is particularly important when you are
meeting someone for the first time. First impressions, formed within the first few minutes of meeting someone, tend
to last. Sometimes these initial assessments register subconsciously. And, you will seldom get a chance to make a
second impression if the first was unfavorable. Regardless, you can be sure that they may mean the difference
between offers and rejections. Therefore, it is important that you be attentive to as many details as possible.
Wardrobe And Appearance Checklist
It is advisable to assess your wardrobe before you schedule any interviews. You should expect to go through
a series of several interviews. For this reason you will want several appropriate suits in your wardrobe. You should
wear a different suit and tie combination at each interview with the same decision maker. Remember, a conservative
banker ... lawyer look is preferred for the best corporate image.
Rate yourself for each one of the following items, and see if there are any areas where improvement may be
necessary. The key elements in your job search wardrobe are: suits, shirts, ties and shoes. Accessories also merit
some attention: glasses, watch, belts, socks, wallet and briefcase. They all work together to support (or detract from)
the "image" you project.
Suits
Your suit is the most important part of your wardrobe. It is also the most expensive. For the purpose of these
personal business meetings, most people will do best if their suits are well tailored, conservative and dark in color
either dark blue or medium/dark gray. (Dark colors tend to present people as more authoritative and credible.) And,
your accessories should be conservative and in good taste.
Ideally, your job search wardrobe will project a classic, conservative look, and include a navy blue suit, a
medium or charcoal gray, and a dark pin-stripe (either charcoal gray or navy blue). For even greater variety in your
wardrobe, single and double breasted styles are both in good taste, and consider black and white hounds tooth or
herring bone fabrics. Suits that are 100% wool are preferred. However, there are some very nice wool blends that
may be acceptable. Shiny suits, silk and double knits are to be avoided at all cost.

Ch. 19 Pg. 161

The Job Seekers Bible - How to Create Your Dream Job and Get It
Your most important interview will be your last one with a potential employer. That is normally when you
are negotiating salary, and dealing with a top executive. By then you feel you have the job. In spite of what you have
been told, you must realize that he may be talking to two or three other candidates. Be conservative and use your
clothing to project a personality that fits the situation and the organization.
Clothing must fit properly. This is particularly true with suits. Do not let the salesman kid you. Be prepared
to go back more than once for alterations. When you are being "fitted," assume a natural posture, rather than standing
up straight to suit the tailor. Observe the number of men whose pants are between 1 and 3 inches too short, or too
long. Be sure you are not one of this group. The front pants crease should have a modest break. Another important
observation relates to the length of your jacket sleeve. Allow between 4-1/2 to 5 inches from the tip of your thumb
to the end of your jacket sleeve.
Once you have an up-to-date wardrobe, be sure that your suits are freshly pressed before every important
interview, including networking meetings with personal acquaintances.
Shirts
Your shirt is the second most important item in your wardrobe. Traditional white and blue solid colors are
safest, and therefore recommended. A common mistake is a collar that may be too tight. One of the problems is that
you might not have had an adequate measurement for several years. Another reason is shirt shrinkage upon
laundering. On the other hand, if you have lost weight recently, you may find your collars are too loose and baggy.
Your collar should fit so that you can wear a tie comfortably all day.
Cuff fit is also important. The lower edge of the cuff should rest on the hands when your arms are hanging
naturally. Allow one-half inch of play at all times. When tucking in a shirt, gather the excess material at the back.
This makes the shirt appear custom tailored as long as you leave your jacket on. It is also important to realize that
shirts do not last forever. Unless you have an unusually large collection, they will normally wear out within one to
two years.
Button-down collars remain very popular, but the most popular shirt among upper management personnel
is the long-sleeved, pointed-collar business shirt. Short sleeves should be avoided. Although 100 percent cotton shirts
are recommended, a better cotton blend wash-and-wear shirt which most wives insist on will usually look good
for a year or so. Taking your shirts to the cleaners is usually the safest method of insuring that your shirts look their
best.
In buying new shirts, pay careful attention to the selection of proper collar style and fit. Also, make sure the
arm length allows for your cuff to show 1/8" to 1/4" beneath the sleeve of a properly tailored jacket, when standing
with your arms are down at your side.
Ties
Avoid bow ties. Four-in-hand ties are preferred, and may be used to set off your conservative look. All silk
is the best bet. Ties should be full-bodied with adequate backing for the best look. Make sure your selection of suitshirt-tie color combinations are in good taste. If you have doubts about selecting ties, ask your clothier to advise you
to create a good corporate image. Above all, be sure your tie has no stain on it.
Shoes
One of the first things people notice during an interview is your shoes. They should be well polished and light

Ch. 19 Pg. 162

Dress to Your Potential For Men

in weight. And, make sure that they do not show excessive wear on either the heels or soles. Three-eyelet (or more)
laced shoes are preferred over slip-ons. If you are meeting at top levels, you will notice highly shined shoes are the
rule rather than the exception not patent leather, but the real thing.
Accessories
Glasses - Be sure your glasses are clean and that the frames do not have chewed edges. You might be
surprised at the number of people who put their glasses in their mouth while thinking. It is unwise to wear tinted
lenses or exaggerated frames. This usually detracts from the first impression you create.
Watch - Ideally, your watch will be light in weight and thin. Deep-sea-diver watches should be saved for
your trip to the beach.
Belts - Belts should be plain, dark in color, and conservative.
Socks - Socks should be over the calf in length, and normally black, or a dark solid color complementing or
matching the suit. You certainly do not want your bare leg showing as you sit down to negotiate a final offer. As with
all items of clothing, socks wear out. You can tell when they start drooping around your ankles.
Handkerchief - Do not wear a handkerchief tucked in your breast pocket. The handkerchief you carry should
be clean and white.
Outer Dress - Outer dress is of less significance. However, for most people a black raincoat is not
appropriate. Beige is preferred. Topcoats should also be conservative. Herringbones, dark grays and black
chesterfields are most popular.
Wallet and Briefcase - Wallet and briefcase show a lot about a man. Bulging wallets and thick, sloppy
briefcases can seriously detract from your image of being well dressed. Thin burgundy, black, or brown wallets and
briefcases indicate substantial status and corporate achievement.
General Appearance
Hair - Medium-length hair is recommended. Do not be afraid to have it styled, but avoid ragged edges, which
are popular with young people. You want to project a natural, casual look. As a general rule, if you are in your 50's,
your hair should be on the short side, for a younger appearance. For younger men, a somewhat longer look will be
acceptable. Have your hair cut every month. Daily shampooing is also recommended as the best way to avoid
dandruff and a greasy appearance. You will need a mild shampoo in order to avoid the "dragged-out" look, as
opposed to a powerful detergent shampoo. Also, be sure to use a "blow-dryer" when drying your hair to give it a
natural look.
Personal Hygiene - There are a few other details worth mentioning. Be sure you shower in the morning,
rather than in the evening, prior to the interview. Hands and fingernails should be well manicured and cleaned.
Facial Hair - A clean shave is a must. If you have a heavy beard and a late afternoon interview, make
arrangements to shave an hour or two before. Trim facial hairs (including nose and ears) before your interview.
Overweight - Try to lose some extra weight. Always stand up straight and sit tall.
Car - If you will be driving to an interview, be sure your car is washed and clean. Take the crackers off the
floor, the toys off the back seat and clean the stained upholstery. It will make you feel better. There is always a

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The Job Seekers Bible - How to Create Your Dream Job and Get It
chance that someone will see you coming.
Aftershave and Cologne - Aftershave balm is astringent, and can often heal minor cuts obtained while
shaving. However, avoid a strong aftershave and cologne scent, which can be very distracting.
The Psychology of Color
Colors impact each of us on the subconscious level. However, most job seekers impose their own color
preferences on decision makers by how they dress. Whatever you may like or dislike should be comfortable for you,
but you should also consider the subconscious needs and preferences of the decision maker. Every color provides
a stimulus to the decision makers subconscious an association with some feeling, memory, fantasy, fear or event.
As a result, certain colors will literally become associated with other things, almost always beyond the comprehension
of the conscious mind. If your color selection draws a pleasant and/or exciting association, you will undoubtedly
make a good impression.
Color

Positive

Negative

Blue
Gray
Black
Red
White
Pink
Yellow
Brown
Green
Orange
Purple

Trustworthy, reliable, intelligent, professional

Respectable, neutral, balanced, safe
Formal, sophisticated, powerful, rich, elegant
Up-beat, confident, assertive, exciting, warm
Pure, clean, fresh, futuristic
Feminine, gentle, calm, non-threatening
Cheerful, hopeful, active, uninhibited
Earthy, homey, gregarious, rich, quality, warm
Self-reliant, tenacious, nurturing, dependable
Vitality, fun, enthusiasm, sociability, uninhibited
Imaginative, sensitive, unusual, unselfish

Predictable, depressing, tiresome, reserved

Non-committal, deceptive, uncertain
Mournful, aloof, negative, lifeless, mysterious
Aggressive, domineering, bossy, threatening
Clinical, cold, neutral, colorless, sterile
Pathetic, unimportant, under-confident, safe
Impulsive, tiresome, whirlwind, volatile
Safe, boring, unsophisticated
Boring, stubborn, risk averse, predictable
Superficial, common, faddist, giddy
Weird, impractical, immature, superior

Conclusion
Remember that when you are in a job search, the people you meet at the golf course or socially can be
very instrumental in helping you land an attractive new position. For that reason, you should look your best at all
times. More men have laid the groundwork for attractive new offers at the golf course, yacht, or tennis club, than you
may have ever realized.
If it looks as if you may have to change some of your habits, now is the time to do it. If these observations
are not new to you, you are already in great shape. The purpose of all this advice is to make sure you optimize your
job-changing experience. Power and confidence automatically escalate when you are knowledgeable about your
personal attire. There is an easy way to judge this for yourself.
Before you undertake your campaign, put on one of your old suits, leave your shoes as they are (be honest),
and do just what comes naturally. Jump in the car and drive downtown. Walk down the street or stop in a store you
frequent. Smile, say "hello" to people and register your feedback. In other words, make a mental note as to how you
feel and how you register with others.
Then, in the following week, try it again. However, this time, dress just as you would for the most important
interview of your life. Do the same things, visit the same people and notice the difference. Odds are, you will feel
like a million dollars. It is also likely you will receive comments on how nice you look today.

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Dress to Your Potential For Men

The power of personal attire can be defined. You will have a great new sense of inner confidence. As an
additional experiment, try not telling your wife about what you have in mind. Watch her reaction as you head out
the door the second time. You will not have to say a word.

Ch. 19 Pg. 165

Chapter 20
Dress to Your Potential For Women

It Pays to Dress Well

Studies reveal that 7% of the impression we make on others is determined by what we say; 38% by how we
say it; and 55% by how we look and behave when we say something. Your ability to be convincing and credible
during personal business meetings will be greatly enhanced or diminished by your appearance. For this reason, you
must be attentive to your dress and grooming. Good dress and grooming will help to ensure that you make the very
best impression by putting your best foot forward.
Dress to Your Potential
The higher you rise in your career and in a particular organization, the more important your personal attire
becomes. You will want to look like you are capable and ready for the level of position you are seeking. By not
dressing well, you are certain to offend some decision makers. Appearance is particularly important when you are
meeting someone for the first time. First impressions, formed within the first few minutes of meeting someone, tend
to last. Sometimes these initial assessments register subconsciously. And, you will seldom get a chance to make a
second impression if the first was unfavorable. Regardless, you can be sure that they may mean the difference
between offers and rejections. Therefore, it is important that you be attentive to as many details as possible.
Wardrobe and Appearance Checklist
A woman's appearance should complement not compete with the personality and job skills she presents
to the employer. The image you wish to project is one of self-confidence and competence. You also want to convey
your knowledge of what is appropriately worn by those who have already attained the level of employment you seek.
By your appearance, you will infer with subtlety your awareness of the importance of a professional image.
It is advisable to assess your wardrobe before you schedule any interviews. Since you can expect to go
through a series of several interviews, you will want several appropriate outfits in your wardrobe. You should wear
a different outfit combination at each interview with the same decision maker. Rate yourself for each one of the
following items, to see if there are any areas where improvement may be necessary.
Hair Style
Avoid long hair and extreme styles. Hair should be short to medium in length for women seeking a
professional position. Or, if long hair is preferred, it should be worn up in a conservative style. Hair style should be
suitable for your facial shape. Choose a current style in keeping with your age and the position you are seeking. A
new style is best experimented with at the beginning of your job campaign, and not the day before a critical interview
which might make you feel uneasy or unsure of your appearance. Hair cleanliness and simplicity of style are primary
factors in good impressions.

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Dress to Your Potential For Women

Makeup ... Nails ... Perfume
For the interview, makeup which is usually desirable for anyone over 20 should be underplayed to
enhance a natural, flattering look. Bright eye shadow and luxuriant eyelashes are definitely dazzling in the evening.
However, during a discussion of job requirements and your qualifications, dramatic makeup will detract from the
competent, businesslike impression you want to make.
The same is true for fingernails. Nail polish that is of a pale hue (preferably clear), applied meticulously on
nails which are carefully shaped and medium length, is more complementary and less distracting than long nails
polished in wine shades. This is true even though these latter colors may be considered high fashion in a given season.
If you do prefer to wear a fragrance, a light cologne, sparingly applied, would be acceptable.
Suit or Dress
Avoid the faddish look of the season in favor of an understated, conservative look. A simple, classic skirted
suit or dress that flatters you will continue to be appropriate several years after you have won the position you desire.
Seek to look professional, but not stuffy. If you are more comfortable with a softer look, the very tailored suit is not
necessary. The high fashion look is appropriate only in decorating, arts, and design fields.
Natural fibers are in, while polyesters are far less fashionable. Wools are for cooler months, and linens for
balmy and warm months. However, blends of these fibers with synthetics are still extremely practical and correct
fabrics. Fabrics in a tweed, muted plaid, or a solid color are acceptable; bold and bright floral, plaid or striped fabrics
are distracting and overpowering.
For suit or dress, avoid dark colors black, dark gray, deep brown or navy unless one of these is
acknowledged to be most flattering for you. Select the shade which flatters your personal coloring most. Typically,
women can wear more color than men, but consideration should be given to the corporate culture and the taste of
management. Always take a conservative approach to be safe.
If you select a suit, then a silk blouse or cowl-neck sweater, either in a contrasting or blending color, would
be tasteful. White or cream are still the all-time favorites under any suit jacket. A solid-color dress either a tailored
shirtdress, or a simple wrap or blouson style is also appropriate. The length of your hem should be flattering for
your personal body type. One to one-and-a-half inches below the base of your knee is a standard length if you are
unsure. A mini-length is never appropriate. A full-length mirror will reveal how you look from behind and how your
skirt looks while sitting.
In some cases, a second or even third interview may be scheduled before a job offer is made. The one good
suit mentioned earlier can be worn for the first and third interviews. Merely substitute a champagne silk blouse, for
instance, or a sweater accessorized with a scarf. Always have a minimum of two outstanding business meeting outfits
clean and pressed. Know precisely what you would wear to make an equally good impression for the all-important
third interview.
Stockings
Stockings should be in a neutral shade, or close to the color of the bottom of skirt or dress, seamless and
snug-fitting. For the interview, avoid hosiery that is either textured or colored in a pastel or evening-wear hue. It is
a good idea to carry an extra pair of stockings in your handbag for peace of mind. Bare legs are not appropriate for
business meetings regardless of the season.

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The Job Seekers Bible - How to Create Your Dream Job and Get It
Shoes
Check the appearance of the shoes you plan to wear. Smooth leather must be glistening with polish, suede
can be brushed to bring up the nap, and heel lifts should not exhibit wear. Heel height can be medium for comfort
(about 2 inches) or high for contemporary style (about 3 inches). A tailored pump is still most highly recommended
and versatile, but a closed-toe sling-back is acceptable. Boots, clogs, sandals and platform-soled shoes are not
recommended for business meetings.
Handbag ... Briefcase
A big, sloppy purse or handbag will make a woman look the same. Current fashion and practice no longer
dictate that shoes must match a handbag. However, your handbag should be in the same color family as shoes and
suit or dress. It should be simple, medium to small, in good repair, and easily carried by hand or on your shoulder.
The rule here is: the smaller and more slender, the better. If you plan to carry a briefcase, incorporate handbag items
within it. This will allow you to shake hands with spontaneity.
Accessories
Jewelry and accessories always present a dilemma, but the rule is: Keep it simple ... if in doubt, don't. In other
words, remove the pin or scarf in question. Excessive accessories are distracting for business meetings and should
be saved for other occasions. Earrings add a finishing touch, and add sparkle to the face, so are recommended if you
normally wear them. Earrings, and pin or necklace, should be of the same or similar finish. Rings and bracelets
should be kept to a minimum. Large hoops or long dangle earrings are not appropriate for a business meeting.
Ideally, your wristwatch will be light in weight and thin. A leather or metal band encircling a conservatively designed
face is more businesslike in appearance than a jeweled or faddish "mod" watch.
Glasses
Glasses should be properly fitted, be contemporary in style, and have clear, or very lightly tinted lenses.
Outdated pointed shapes or frames which are brightly colored, gaudy, jeweled, or boldly initialed are inappropriate.
Be sure the lenses and frames are clean.
General
Keep your coat, hat, gloves and umbrella simple and suitable for daytime wear. Place them in a reception
room closet before you meet the employer. You will feel more composed and give the impression you "belong." Do
not juggle several objects. The less you carry the more in control you will be to present yourself professionally.
Slacks, midi- or ankle-length skirts, tunic or sheer blouses, gauchos and boots, are best left to be worn after you have
obtained the position you seek and have determined what is appropriately worn by your colleagues.
The Psychology of Color
Colors impact each of us on the subconscious level. However, most job seekers impose their own color
preferences on decision makers by how they dress. Whatever you may like or dislike should be comfortable for you,
but you should also consider the subconscious needs and preferences of the decision maker. Every color provides
a stimulus to the decision makers subconscious an association with some feeling, memory, fantasy, fear or event.
As a result, certain colors will literally become associated with other things, almost always beyond the comprehension
of the conscious mind. If your color selection draws a pleasant and/or exciting association, you will undoubtedly
make a good impression.

Ch. 20 Pg. 168

Dress to Your Potential For Women

Color

Positive

Negative

Blue
Gray
Black
Red
White
Pink
Yellow
Brown
Green
Orange
Purple

Trustworthy, reliable, intelligent, professional

Respectable, neutral, balanced, safe
Formal, sophisticated, powerful, rich, elegant
Up-beat, confident, assertive, exciting, warm
Pure, clean, fresh, futuristic
Feminine, gentle, calm, non-threatening
Cheerful, hopeful, active, uninhibited
Earthy, homey, gregarious, rich, quality, warm
Self-reliant, tenacious, nurturing, dependable
Vitality, fun, enthusiasm, sociability, uninhibited
Imaginative, sensitive, unusual, unselfish

Predictable, depressing, tiresome, reserved

Non-committal, deceptive, uncertain
Mournful, aloof, negative, lifeless, mysterious
Aggressive, domineering, bossy, threatening
Clinical, cold, neutral, colorless, sterile
Pathetic, unimportant, under-confident, safe
Impulsive, tiresome, whirlwind, volatile
Safe, boring, unsophisticated
Boring, stubborn, risk averse, predictable
Superficial, common, faddist, giddy
Weird, impractical, immature, superior

Summary
In summary, your first impression, and the most important one, should highlight your professional skills
and your personality, not your femininity. Your individualism in these vital areas should never be overwhelmed by
your appearance. You should therefore achieve a total look which is somewhat understated and in subtle good taste,
as opposed to being overly faddish or contemporary. With a stick pin, a special scarf, or a single gold chain, you can
demonstrate a touch of fashion creativity and awareness, yet exhibit basic classic style. Remember that clothes which
are too revealing (in a day of skirts with slits, plunging-neckline blouses and tight T-shirts) tend to detract from your
credibility as a serious career-oriented job applicant. A woman needs to dress seriously to be taken seriously.

Ch. 20 Pg. 169

Chapter 21
The Interview Winning Confidence And Enthusiasm

Purpose of The Interview

It might be helpful if you understand that most people with whom you schedule interviews are not
professional interviewers. You will help them and yourself by understanding ahead of time what the agenda of
the interview should be if a positive decision is to be reached. You need to know why you are there ... and what you
hope to accomplish.
To fully understand the dynamics of the interview, it is necessary to analyze what is happening. In simple
terms, from the employer's (buyers) point of view, there is one thing taking place a purchase. The interview is a
buying situation in which a decision is made to buy ... or not to buy ... your services. For you the interview is a
professional selling situation in which you decide to sell ... or not to sell ... your services.
13-Step Interview Agenda: RICE-PMI-BEAR-FC
There are 13 important steps to remember if you are to be successful on interviews. You will need to (1)
establish RAPPORT with the decision-maker, (2) IDENTIFY his problems and concerns, evaluate your level of (3)
CONFIDENCE and (4) ENTHUSIASM for the job, (5) make your PRESENTATION based on the six things (steps
6-11) he wants to know about you, (12) obtain some FEEDBACK, and (13) obtain a COMMITMENT for the next
step. So, the agenda of a successful interview is parallel to that of a professional sales call.
R
I
C
E
P
M
I
B
E
A
R
F
C

--------------

Rapport. Establish mutual interests, respect and positive chemistry.

Identify. What is the scope of the employers problem/concern?
Confidence. Can you get the job done ... done right ... and done right now?
Enthusiasm. Do you want the job?
Presentation. Six things employers want to know about you.
Motive. Why are you in the job market?
Interest. Why are you interested in our company and this position?
Bottom Line. What contribution can you make to our bottom line?
Expertise. How good are you, and how long will you require to get results?
Afford. Can we afford you?
Risk. How can we be sure that you are, and can do, what you say?
Feedback. How comfortable (confident and enthusiastic) are they with you?
Commitment. What is the next step?

You should cover all 13 of these steps under ideal conditions. Techniques for putting you in control and
making sure that they do happen are summarized below:
Step 1 - Rapport: Establish Mutual Interests, Respect and Positive Chemistry
Rapport is essential to your success. Studies show that most people including employers prefer to do
business with those who they know ... like ... and trust. There are several ways to build rapport:

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The Interview Winning Confidence and Enthusiasm

Due Diligence - People tend to like those who show interest in them. Consequently, if you do your
homework and are prepared, you will be demonstrating interest in the organization and its people. You will want to
research the organization, its industry, and the decision makers as much as possible before the interview. You should
also not be hesitant in asking for more information when you arrange the interview over the phone. Simply explain
that you want to be as intelligently prepared as possible, and ask if there is anything helpful that might be sent to you.
You can even suggest such things as reprints of articles, speeches, brochures about the organization, or even in some
cases, a job description.
It can also be helpful to ask who else might be involved in the meeting: "Will it be just the two of us?" If
others are to be involved, request some period of time in which you can meet one-on-one with the key decision maker
conducting the meeting. Knowing ahead of time whether others will be involved, and who they are, will help keep
you from unpleasant surprises, and will enable you to prepare more effectively.
Appearance and Attitude - People also tend to like and respect those who project themselves with a
confident and professional image. Make certain that your posture, eye contact, gestures and mannerisms convey a
positive, confident and enthusiastic attitude.
It is also important for you to put yourself in a positive frame of mind before each interview. There is a
correlation between the way we expect to be treated and the way we are in fact treated. Build positive expectations,
therefore, and try to picture in your mind an employer who is friendly, warm and receptive. If there is any type of
literature or activity which helps to put you in a positive frame of mind, try to read it, or engage in that activity, as
near as possible up to the time when your interview begins.
Compliments - You can endear yourself to others with a sincere compliment. Do take care in using
compliments you do not want them to be perceived as empty flattery. You certainly do not want to be the fifth
person in a given week to comment on a golf trophy, terrarium, or family picture. You do not want it to appear as
though you gave the compliment little thought. In order to avoid these pitfalls, you could use third-party
compliments, and action-oriented compliments. Details reinforce the sincerity of your compliment. By being specific,
you show that you have done your homework, and given careful consideration to your remarks. They will not be
simply shallow statements about which you care little.
Third-party compliment - You do not render your opinion, but you simply report the opinion of someone else.
You might, for instance, pass on some favorable comments that you have heard from customers, suppliers,
competitors, or from a news article or industry report.
Action-oriented compliment - You recognize accomplishments of an individual or organization rather than
personal attributes. For example, it would be better to compliment the growth and financial success of the
organization, or the sales and marketing accomplishments of an individual, rather than comment on the attractiveness
of the office, or the good taste in ties of the employer.
Asking Questions - Almost everyone likes to talk about himself. If you can ask the right questions and then
listen, you will establish rapport and endear yourself to the other party. You will also be well on your way to finding
out what they want, and the required qualifications. It has been said that if you will ask better questions, you will get
better answers. Here are some examples of questions you could ask:
"How did you happen to get started in this business (career, field, industry, company)?"
"How long have you been in this position?"
"What have you enjoyed most about it and why?"
"What other positions have you held with this company?"
"How did you get where you are today?"

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The Job Seekers Bible - How to Create Your Dream Job and Get It
"What are your goals and ambitions for yourself ... the company?"
"I noticed in reviewing your annual report that you didn't have such a good year last year. However, this
first quarter shows a profit. How were you able to turn it around so quickly?"
Be a Good Listener - People hunger for praise, attention and honest appreciation. Being a good listener
makes others feel important, and everyone likes to feel important. It is also the first step to understanding another
individual. And, you know how important it is to be understood. Good listening will set you apart from the crowd
because good listeners are so rare.
A good listener is attentive and remembers names, faces, events, facts and details. Smile and show the other
person you are sincerely interested in what he is saying. Give him all the eager attention and appreciation that he
craves and is so hungry for, but seldom gets. Try looking straight into the face of the next person who speaks to you,
with eager, absorbed interest (even your own spouse or child). Notice the magic effect it has both on yourself, and
the one who is doing the talking.
Step 2 - Identify: What is the Scope of the Employers Problem/Concern?
People do not say what they mean, and they do not mean what they say. It is for this reason that you can
never assume that the employer will reveal to you openly and directly what are his problems and concerns. Employers
frequently do not know exactly what they want or need. Consequently, you may have to do some probing to identify
the employer's desires, expectations, needs, problems and concerns.
The problem or concern is defined as the difference between where he is now ... and where he wants to be.
The best way to identify their problems and concerns is by getting the employer to talk ... and for you to listen. And,
the best way to get a person to talk is by asking the kinds of questions that will yield the answers for which you are
looking. Do not expect to be able to think of them suddenly when you are in the interview. Instead, prepare questions
which will lead to discussion about areas where you can contribute to the bottom line of the organization.
One proven technique for formulating questions of this nature is to make a positive comment related to your
research, or from a previous conversation. It should concern something the organization is doing, or a problem which
it is facing. Immediately after the positive comment, ask a short, open-ended question which will tend to get the
employer talking about the problems and challenges as he or she sees them. Some examples might be:
"I noticed in the annual report that a lot of emphasis was put on the need to develop new products. Are you
making the kind of progress you want to in that area?"
"I noticed in your promotional literature that you are planning to expand into new markets. Will you create
a new sales force for this effort, or expand within your current structure, and add to the lines that your current sales
force is selling?"
"What are your greatest needs and concerns at the present time? What about increasing profits? ... cash
flow? ... revenues? ... productivity? ... decreasing costs?"
"What are your short and long-range goals and objectives?"
"What obstacles are keeping you from reaching your goals and objectives?"
"What have you done to date to resolve your problems and concerns? ... and overcome the obstacles? What
have you found that worked best? ... that didn't work?"

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The Interview Winning Confidence and Enthusiasm

"What is your primary objective ... what are you trying to accomplish that's different from what's been done
in the past?"
"How well are you progressing toward your goals?"
"What are some of your significant accomplishments/disappointments?"
"What are the organization's greatest opportunities and challenges?"
"How does the position we're discussing fit into (contribute/relate to) your objective?"
As the conversation develops, it will be important to determine the expectations, predispositions, priorities,
past experience, degree of current satisfaction and degree of knowledge the employer has about those areas where you
might contribute. The conversation itself will then add a further definition as the employer begins to talk about the
particular aspect of their needs. Done properly, this kind of conversation will lead to many opportunities where you
can also discover whether you can solve their problem and meet their expectations whether you can do the job.
Step 3 - Confidence: Can You Get the Job Done ... Done Right ... and Done Right Now?
Evaluating your confidence is a crucial step during your discussion. Now that you know what the employer
wants and needs, it is your purpose to determine if you are capable of handling the requirements that have been laid
out. That is more difficult than it sounds. You want to be so convinced and confident, that you are able to look the
decision maker in the eye and say in effect, "I know I can get the job done ... done right ... and done right now. My
confidence is a 10 that I can hit the ground running."
It is essential for you to have done your job well enough in Step 2 to say that with sincerity and conviction.
If you have not asked the right questions and listened carefully in Step 2, then you will appear insincere and shallow.
This, then, provides the driving force and concrete objective for Step 3. Do not leave Step 3 until you know that your
confidence is at least "8" or higher. It is most important to note that you must be able to meet the employers
expectations regarding your contribution within the allotted time frame. Following are examples of questions you
could ask that would help you determine your level of confidence:
"When I found out that I would have this opportunity to speak with you about a sales position with Gillette,
I was excited and wanted to learn as much as possible. So ... I went to XYZ Drug Store #309 on Indian River Road
in Silver City and spoke to pharmacist Doug Smith. I asked Doug what a sales rep for a company like Gillette does
when he calls on the drug stores, and he told me .... Bob, what else does a Gillette sales rep do, and what makes a
really successful one?"
"What are your expectations for the person you hire in this position within the next year? ... two years? ...
five years? How is performance to be measured and evaluated? (probe for specifics: who, what, when, where, how
and why)"
"What principal skills are you looking for in the person selected for this position?"
"What key technical, educational or background qualifications do you feel are essential ... and those that are
not essential but preferred?"
"How would you describe the ideal candidate for this position?"
"What is your time frame for achieving these goals and objectives?"

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The Job Seekers Bible - How to Create Your Dream Job and Get It
"Do you provide any kind of training ... and please elaborate?"
Step 4 - Enthusiasm: Do You Want the Job?
You have now come to the point of evaluating your level of enthusiasm for the job. In many situations, you
will discover during the normal course of conversation the information you need to be interested in the job. At other
times, you may come to that point where you will need to know more in order to make a decision. Then you will need
to ask those questions which will surface the necessary information.
Depending upon your individual circumstance, those questions might relate to why the position is open, what
happened to the last person who held it, what the chances are for growth and promotion, reporting relationships, the
amount of travel required, relocation requirements, the degree of authority you will have to match your responsibilities, compensation, perks, benefits, etc. Some examples might be:
"What is the title of the position where I would start ... and what would the next advancement be?"
"How did this position come to be? What happened to the previous incumbent? ... his predecessor? (a nowin situation?)"
"Is there a likelihood that extensive travel or relocation might be required in the foreseeable future?"
"What is the typical career progression from this position? (a dead end?)"
"What's expected from this position over the next 12 to 18 months, and how will performance be measured?
(realistic expectations?)"
"What authority and resources (both manpower and financial) come with the position: (commensurate with
the responsibilities and performance expectations?)"
"Whose (functional) support is required to achieve the objectives in this position? (have you met those
individuals and verified their concurrence with the position's goals?)"
"Who within the organization was considered for this position?(undermining threat?)"
"What's the approval procedure for (whatever you feel you need to function effectively)?"
"Is the Company profitable right now? ... solvent?"
"Do you have a time frame for filling this position? ... for making a decision?"
"What is the salary range? What are the benefits? Are there any built-in performance bonuses, stock options,
perquisites, or any other incentives? Is there a retirement plan? If so, how long before I would be eligible for being
partially or fully vested?"
You want to be able to say with sincerity, conviction and enthusiasm, "This job is just what I am looking for.
It's a perfect match. My enthusiasm is a 10." Make sure that you have determined ahead of time those matters which
are most important to you so that you will know whether you need more information. Remember, you should reserve
questions of this nature for the last third of your discussion, or for the second or third interview, if you are to have
more than one interview. Do not leave Step 4 until you know that your enthusiasm is at least "8" or higher in your

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The Interview Winning Confidence and Enthusiasm

interest for the job.
Step 5 - Presentation: Six Things Employers Want to Know About You
Upon determining that your confidence and enthusiasm are both 8+, you are now ready to transition from
identifying problems and concerns (diagnosis), to making your sales presentation (recommendation). Your objective
in Step 5 is to win confidence and enthusiasm while selling yourself as the solution to the employers problems and
concerns. Studies reveal that there are essentially 6 things that every employer will want to know about you. A
decision whether or not to hire you cannot be made without the employer being comfortable with each of these 6
concerns. Steps 6-11 consist of these 6 concerns listed below:
1. Motive - Why are you in the job market?
2. Interest - Why are you interested in our company and this position?
3. Bottom Line - What can we expect from you; your contribution to our bottom line?
4. Expertise - How good are you, and how long will you require to get results?
5. Afford - Can we afford you?
6. Risk - How can we be sure that you are, and can do, what you say?
To make the very best impression, while helping the decision-maker to relax, consider introducing these 6
areas of concern during the interview in the following manner:
"I've really been looking forward to meeting you personally. In anticipating today's agenda, I assumed six
things that I thought you would like to know about me. It occurred to me that you would like to know: (1) my motive
for being in the job market; (2) why Im interested in your organization and this position; (3) what I can contribute
to your bottom line; (4) my level of expertise in this area, and how long it would require me to get results; (5) whether
you can afford me; and (6) how you can be sure that I am who I say I am, and that I can do what I say I can do. Is
there anything else that you would like to know about me?"
"Well, as I've already indicated based on my research, and confirmed by our brief discussions, I've decided
that I have a very strong interest in working for (organization). There are several reasons. I would like to explain
why, and show you what I can do for you ...."
Steps 6 & 7 - Motive and Interest: Why Are You In The Job Market? Why Are You Interested in Our
Company and This Position?
Generally speaking, the first thing the employer will want to know is your motive for being in the job market,
and specifically, your interest in the organization. He will want to know your background, current situation, goals
and objectives, and why you are interested in the organization, its industry, and its problems and opportunities. Your
motive is really a two-fold concern for the employer.
What is your current situation? Why are you in the job market? Why are you leaving your current or
previous job? This first set of questions asks why and what you are going away from, a concept introduced in the
story about the The Carrot vs. the Stick in Chapter 2. This question will surely put you on the defensive unless you
are adequately prepared. It may be the most difficult concern you will address during your job search. Remember,
you will want to be proactive and focus the conversation on going toward rather than going away from. Never
make any negative references to your present or former jobs or employers. This question should be answered in a
proactive manner as follows:
Ive GAINED a great deal from my experience in my current job, and CONTRIBUTED significantly to the
organization. I feel that Im ready to further pursue my personal and professional career goals. Periodically, I take

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time to look strategically at my career and review my goals. Recently, I committed myself to this process. Ive
reviewed my core career values, core interests, core competencies, and my ultimate career end outcome. That process
has led me to focus on the telecommunications industry, and your firm.
The second part of the two-fold concern asks why and what you are going toward. What are your goals
and objectives? Why are you interested in our industry, organization, concerns, and problems? With regard to your
interest, you simply share your confidence and enthusiasm acquired as a result of your research and your discussion
in Step 2. Explain your conclusions in Steps 3 and 4 why you want to work for the organization, and why you
want the job.
If you are perceived to lack enthusiasm, it will be important to stay focused on your career destination your
ultimate career end outcome. If dating, fishing and hunting can be enjoyable, then so can the search for a new career
and job with the right attitude. Focus on the excitement of meeting new people with the possibility of developing
lasting friendships, new companies, new products, new technologies, etc. You should smile a great deal, and convey
an impression of ENTHUSIASM for work and life in general.
Act as if you were enthusiastic ... and you will become more enthusiastic. Make a high and holy resolve that
you will double the amount of enthusiasm that you have been putting into your work, your job search and your life.
Walter P. Chrysler, when asked to give the secret of success, listed the various qualities, such as ability, capacity,
energy, but added that the real secret was enthusiasm: "Yes, more than enthusiasm, I would say excitement. I like to
see men get excited. When they get excited, they get customers excited, and we get business."
Step 8 - Bottom Line: What Can We Expect from You; Your Contribution to Our Bottom Line?
The employer will want to know what you can do for his organization and the bottom line. If you have
followed the foregoing steps effectively, this likewise should be relatively easy. You simply share your confidence
accumulated as a result of your research and discussion in Step 2, and conclusion to Step 3.
As your conversation progresses, you will come to several points in the conversation where you will feel that
you have sufficiently identified a need or opportunity for which you have the required skills. In some cases, that may
relate to a functional strength ability to lay out a plant, start up an office, turn around a division, write effective
speeches. In others it might be a personal characteristic good listener, ability to stimulate cooperation, work well
under pressure. At those key points, you should state that you have the kind of experience that is required, or that you
possess the skill or trait in question. Share a PAR story following this example:
"As a matter of fact, you would probably find interesting a somewhat similar situation I faced at XYZ
Organization. Perhaps I may share it with you." Or, "An incident comes to mind which demonstrates how I used
precisely that skill in a very difficult situation. I'd like to tell you about it. May I?" If the employer seems interested,
proceed to tell a PAR story which demonstrates the point.
If you are perceived to lack confidence, it is important to convey that you are at ease with yourself, and have
control of your life and career. This will not be a problem if you will practice presenting yourself so that you convey
the impression that you can help the employer. The best confidence builder is keeping focused on your career
destination with good planning, organization, research, preparation and practice. Also, smile ... be a good listener ...
remember names and faces ... and always look your best.
Act as if you were confident ... and you will become more confident. To build greater confidence in yourself,
and win and hold the confidence of others, an essential rule is: KNOW YOURSELF, KNOW YOUR BUSINESS
AND KEEP UP TO DATE. Take time to reevaluate your interests, as well as experience, skills, knowledge, abilities
and accomplishments. Determine what makes you different and better than the other people who do what you do.

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Are you more painstaking? Do you give more attention to detail? Do you produce higher quality work? Are you
more persistent about solving problems? Are you more patient with people? Are you more loyal or dependable? If
you know what makes you stand quietly apart from the herd, and can communicate this clearly during personal
meetings, you greatly increase your chances of being selected.
Step 9 - Expertise: How Good Are You, and How Long Will You Require to Get Results?
This concern normally indicates that the employer lacks confidence in you, and more specifically, your ability
to get the job done in his time frame. He will want you to quantify your level of expertise in the industry, and
specifically in the appropriate functional role in question. He will want to know how long it would take you to hit
the ground running to impact the bottom line.
Are you a quick learner? Will you require training? How long would your learning curve be before you
can hit the ground running? How soon can we expect to see results? Although your confidence may be high, and
you know you can eventually get the work done, you may not be able to easily quantify how long it would take you
to get up to speed. Even more difficult would be to determine how long before the results would be in.
It is important to understand his expectations regarding a reasonable and allowable time frame for a learning
curve, and results. Put the onus on the employer to establish his time table expectations. You can then illustrate your
level of confidence in your ability to meet his time table expectation. You may want to emphasize that you are a quick
learner, can apply your skills to a variety of specific problems, and can grasp technical subjects quickly.
In summary, determining IF-WHAT you can do for the organization may be relatively easy. Determining
WHEN-HOW LONG it will take to get results will be more difficult.
Step 10 - Afford: Can We Afford You?
Avoid Premature Discussions About Money - Sooner or later every customer comes to the issue of money,
and the employer is no exception. He will want to know whether he can afford you. One of the cardinal rules is to
avoid premature discussions about money. Do not discuss money until the organization is sold on you. Money should
always be the last issue to discuss and resolve. This is easier said than done, however, when an interview begins with
something like this: "Jim, before we get started, it's important for me to know how much money you are looking for.
We may as well not waste our time if it's totally out of the ball park."
The principle you want to keep in mind is that you do not always have to answer the question. Instead, you
can avoid a direct answer by shifting the focus of the conversation with any number of responses such as:
"Bill, I'm glad that you are ready to discuss money. It shows your sincere interest. I don't really think we
have a problem there. But if you don't mind, I'd like to put that off until a little bit later so I can discuss it with you
more intelligently. My requirements for compensation have to do with a lot more than just a single starting figure.
There is the question of incentives, chances for growth ... and some other factors. Incidentally, I noticed that the job
description listed previous bottom-line responsibility as a requirement. Will this job have P&L responsibility?" OR,
"I appreciate your direct and candid style. Let me be equally candid. I would not have presumed to take up
your time if I did not have a fairly good idea of the range you would be willing to pay for someone with my skills and
potential to contribute. If we can agree that there are needs where my experience and skills fit the bill, I doubt that
we will have a problem agreeing on compensation. Frankly, that's not so much a concern to me as the more basic
question, which is whether or not you have the needs that would make you want me. As a matter of fact, I read in the
Annual Report that you expect to enter a number of new markets with your industrial laser line. Is that where the job
fits in?"

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Please note that in neither case was the question answered. Instead, it was avoided. Not only that, after the
avoidance, the focus of the conversation was shifted to a different subject the nature of the job itself. You may
or may not prefer the approaches cited as examples. Develop and use a response that follows these principles and is
comfortable for you. Then rehearse it until it is firmly imbedded in your mind. It is important that you do not need
to think about this when the situation occurs in an interview. By that time, it should be an automatic response.
Induce the Employer to Name a Figure First - Under normal circumstances, your avoidance phrases will
lead to a discussion of the job requirements and how you might fill them. Some employers will be more persistent,
however, and some will come back to the question after you have discussed the job itself. You may get a comment
such as: "Ann, I have to agree that your experience as you describe it certainly fits many of our requirements. We
might have a match here. But you know, you never did tell me how much money you expect."
You might be tempted to retort with, "How much are you offering?" The problem with that answer is that
it is extremely direct, and counters a question with a question. It might annoy some employers. Nevertheless, it is
the question you want to ask because, in discussing money, "he who speaks first loses." In other words, if you name
a figure first, it may be less, or more, than the employer was willing to pay.
The solution here is to remember the first principle, that you do not have to answer the question directly.
Instead, remember that when someone asks what kind of money you are looking for, you have a right to assume that
they are seriously interested in you. They may be considering making you an offer. You can shift the conversation
in that direction, with a comment such as: "Oh, does that mean you are interested in making me an offer?" Or, "Tell
me, your wanting to talk money at this time ... does it mean that if we reach an agreement, then we are well on the
way to my receiving an offer from you?"
In effect, what you have just done with a statement like that is to qualify the actual level of interest on the part
of the employer, and to put the entire conversation in its proper perspective. You may expect that you will get either
a positive or a negative response. It does not matter. Your reply would be the same either way. Your response should
follow the principle of the "shift" discussed in detail in the next chapter. This is where you back away from a direct
confrontation, shift the conversation in another direction, then come back with a question about the range they have
in mind. You will accomplish the same thing that you would with a direct response, but you avoid the danger of
arousing hostility or resentment on the part of the employer. Your shift statement might go like this:
"Oh, I see. Well, for my part, I have been most interested in finding the ideal situation, in terms of the
challenges the job provides, the growth possibilities, and the people I will be working with. And it seems from our
conversation that I have found that here. The job that needs to be done, the commitment you have to doing it, and
my role in the overall effort, all appeal to me strongly. And while money is important, I haven't settled on any single
magic number because these other considerations are more significant. Now that you bring the subject up, though,
tell me, what kind of range did you have in mind for this position?"
By using this approach, you remain gracious and friendly, while still avoiding a direct answer to the question.
In many instances, you will be happy to find that the reply is, in fact, a stated figure or range from the employer.
If You are Pressed Strongly, Give a Range - In those instances where the response of the employer is still
non-committal, you may be forced to give a range yourself. If so, try to have an estimate of what the job is worth
before you begin discussions. You may estimate this from what others in the organization are paid, from the value
of similar positions in other organizations in the industry, or from a recruiter.
Give a range which overlaps what you believe to be the top end of the actual range. For instance, if you
estimate the range between $30,000 and $40,000, you might estimate "from the high thirties to the low forties." At
the same time, you can let them know that you are a "top-of-the-range performer." If you are not sure of their range,

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then make the best informed guess you can, and give a broad range such as: " ... in the forties ... thirty five to forty five
... fifty plus .... "
After you have given a range, use a feedback question such as: "Is that in the ball park?" "Is that within the
range you had in mind?" "Is that within your budget?" "What did you have in mind?"
Step 11 - Risk: How Can We Be Sure That You Are, and Can Do, What You Say?
No one deliberately sets out to seek risk, especially if the potential risk appears to be high. On the contrary,
we all tend to avoid risk, because it generally is associated with pain. And employers are no exception. Every
employer will want to know how to be sure that you are the right individual for the job, that it would not be an
unreasonable risk to hire you. The reason is that if you do not work out, then he would have to let you go. And, that
is the most dreaded of all management tasks terminating an employee. Be prepared to handle this question:
"I am very impressed by your confidence and enthusiasm for the job. But, we do not want to make a mistake
and hire the wrong person. So how can you be so sure? How can we be sure?" This is parallel to the very same
question you have asked salespeople over the years, "Is there any kind of assurance you can give me? Is it
guaranteed? If I dont like it can I get my money back? If it doesn't work, can I return it for a refund?"
What would be appropriate here is evidence of your confidence and enthusiasm in the form of supporting
PAR stories. Keep in mind that the higher the level of income, authority and responsibility, the higher the risk to the
employer. You must be a better salesman at higher levels than at entry level.
Step 12 - Feedback: How Comfortable (Confident and Enthusiastic) Are They With You?
When you feel that the first 10 steps have been addressed sufficiently, it is time to obtain some feedback
before bringing the meeting to a close. The employer needs to be convinced beyond a shadow of a doubt that you
are the right person for the job. And, the best method for finding out exactly where you stand is by obtaining
feedback. You should proceed with all 3 of the following questions in turn. Do not leave any one of them out of the
feedback process. While each of the following 3 feedback questions consist of several questions, they will be referred
to as only 3 questions for simplicity sake.
1. This first question should help you find out where you stand with the employer, in a nonthreatening way.
You want to determine how comfortable the employer is with you, and how close you fit his qualifications criteria.
"I like the organization, opportunity, people, etc. I am impressed and/or intrigued by .... I know that I can do the job.
My confidence is a 10. And it is just exactly what I am looking for ... a perfect match. My enthusiasm is also a 10.
That is, of course, how I see it. But I suppose I should ask you. In your opinion, do we have as close a fit here as I
think we have, and is mine the kind of background you've had in mind for a position such as this?" Or, a more
abbreviated version, "How well qualified do you feel I am for this position?" Or, "Based on your idea of the perfect
candidate, how close do I come?" Or, "How comfortable are you with me ... on a scale of 1-10?"
2. Question 2 is more direct than Question 1, and should smoke out any remaining concerns and objections.
"Well, you must have some concerns. Would you mind sharing with me what they are? And, in addition to that, is
there anything else? Anything else? Anything else?" "If I could satisfy you with regard to each of your concerns,
would you then offer me the job?" You would keep asking for "anything else" until the definitive answer is no.
This is because the most difficult issue to admit should be last. If you can resolve this one, the rest should be easy.
3. Question 3 is even more direct than Question 2, and should smoke out any remaining concerns, objections
or reasons for reluctance in making a commitment, that Question 2 did not reveal. "I like the organization,
opportunity, people, etc. I am impressed and/or intrigued by .... I know that I can do the job. My confidence is a 10.

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And it is just exactly what I am looking for ... a perfect match. My enthusiasm is also a 10. What else would it take
to convince you that you should hire me?" This last question is really a feedback question that should transition you
into Step 12 to elicit a commitment.
Step 13 - Commitment: What is the Next Step?
When you feel that the first 11 steps have been addressed sufficiently, it is time to bring the meeting to a
close. Do not be afraid to show a lot of confidence and enthusiasm. It does not hurt your bargaining position, and
it will help you win out over competitors if the employer believes that this is the right job ... at the right time ... at the
right place for you.
If you get a positive response to Question 3 above, simply ask, "Where do we go from here?" Or, "What's
the next step?" If the employer brings up any objections or reservations at that time, handle them in the same manner
described in the next chapter for handling objections. In the event that the employer leaves the situation undefined
with, "We'll call you .... " Or, "We'll have to get back with you .... ", then you should leave the door open for you to
follow up with a commitment such as:
"By when should I expect to hear back from you? Fine. You know, it's difficult to get me by phone, and I
would hate to miss your call. Can we leave it this way? If I don't hear from you by then ... within a week (three days
... two weeks), I'll follow up with a call to you to check your temperature (how comfortable he is with you on a 1-10
scale), and see where we go from here."
Follow up on The Interview
Your follow-up letter should be written as soon as possible after the interview (within 24 hours whenever
possible). Separate letters should be sent to everyone with whom you met. These letters need to be personalized as
much as possible. Do not send the same letter to each individual. In addition to being a thank-you letter, it should
restate your enthusiasm and the specifics with respect to how well you match their qualifications and expectations.
Indicate a telephone follow-up is forthcoming to each appropriate individual. To others, simply indicate you are
looking forward to discussing/learning more about whatever was interesting to him. A sample Follow-up Thank You
Letter after an Interview is provided at Appendix J, "Letter Samples."
When you follow up by phone and are not successful in getting through to the employer, as a general rule it
is advisable not to keep calling. Instead, if you do not get through after two calls, write a short note which indicates
the fact that you had called, that your interest remains high, and that you will call again soon. This avoids the trap
of becoming a pest by making six or seven unreturned phone calls in a row. The short note observes the requirements
of common courtesy and puts an obligation on the employer to do the same.
You should use the following suggested script for your follow-up phone call: "I am following up the letter
that I sent him, as I promised that I would, and he is expecting my call. Is he in? Thank you. Would you put me
through please?" See Chapter 17, Phone Strategies That Win More Interviews.
What to Do If You Are Rejected
In some cases, you may receive a rejection, either in person, over the phone, or in writing. When that
happens, remember that you may be able to turn rejection into opportunity. You could say something like, "I am
disappointed, but I can understand why many good candidates would be interested in such a fine organization." You
should then ask for one or more of three things:

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The Interview Winning Confidence and Enthusiasm

1.
2.
3.

Consideration for another position in the organization.

Advice or insights as to how you could improve your presentation of yourself.
Referrals to other people who might prove helpful.

What to Do If You Have to Wait

Although there are exceptions to every rule, it is usually advisable for you to plan to arrive at the office, ready
for the interview, not more than a few moments before the scheduled time. This keeps you from losing your edge
while you wait, and gives the impression of a well-organized, punctual person. If you do have to wait, inquire
whether it will be a long, or short wait.
If you are asked to wait for a short time, 15 minutes or less, try to use that time to make friends with the
secretary. That person's opinion may have an influence on the decision maker, and you may be able to gain
information which would help you present yourself. If there is to be a long wait, you have several options. In some
instances, it might be advisable to reschedule. For instance, if an emergency or unexpected meeting has come up, the
employer may not be in the best frame of mind, in which case you will find that you do not have a very receptive
audience.
If it is convenient for both parties, rescheduling may be the best solution. Under normal circumstances,
rescheduling is not convenient. If you encounter a long wait, make it appear as though you have good things to do
with your time. This may mean that you ask for an office with a phone so that you can accommodate the employer's
schedule and rearrange your later interviews. It may mean that you excuse yourself in order to make some important
calls elsewhere. If that is not possible, perhaps you have some papers with you, and could request an empty desk with
a phone where you might sit down and attend to important matters.
Thirteen-Step Agenda Outline And Checklist
For your convenience, an interview agenda outline and checklist is provided that you can take with you on your next
interview.
1.

Rapport. Establish rapport, mutual interests, respect and positive chemistry. People prefer to do business with
those they know, like, trust and respect. This is accomplished by your: (1) due diligence, (2) appearance and
attitude, (3) compliments, (4) asking questions, (5) and being a good listener.
"How did you happen to get started in this business (career, field, industry, company)?"
"How long have you been in this position?"
"What have you enjoyed most about it and why?"
"What other positions have you held with this company?"
"How did you get where you are today?"
"What are your goals and ambitions for yourself ... the company?"
"I noticed in reviewing your annual report that you didn't have such a good year last year. However, this first
quarter shows a profit. How were you able to turn it around so quickly?"

2.

Identify. What is the scope of the problem/concern? The problem or concern is defined as the difference
between where he is now, and where he wants to be. The best way to define their problems and concerns is by
getting the employer to talk ... and for you to listen.
"I noticed in the annual report that a lot of emphasis was put on the need to develop new products. Are you
making the kind of progress you want to in that area?"
"I noticed in your promotional literature that you are planning to expand into new markets. Will you create a
new sales force for this effort, or expand within your current structure, and add to the lines that your current
sales force is selling?"

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"What are your greatest needs and concerns at the present time? What about increasing profits? ... cash flow?
... revenues? ... productivity? ... decreasing costs?"
"What are your short and long-range goals and objectives?"
"What obstacles are keeping you from reaching your goals and objectives?"
"What have you done to date to resolve your problems and concerns? ... and overcome the obstacles? What
have you found that worked best? ... that didn't work?"
"What is your primary objective ... what are you trying to accomplish that's different from what's been done in
the past?"
"How well are you progressing toward your goals?"
"What are some of your significant accomplishments/disappointments?"
"What are the organization's greatest opportunities and challenges?"
"How does the position we're discussing fit into (contribute/relate to) your objective?"
3.

Confidence. Can you get the job done ... done right ... and done right now? You want to be so confident, that
you are able to look the decision maker in the eye and say, "I know I can get the job done ... done right ... and
done right now. My confidence is a 10 that I can hit the ground running.
"When I found out that I would have this opportunity to speak with you about a sales position with Gillette, I
was excited and wanted to learn as much as possible. So ... I went to XYZ Drug Store #309 on Indian River
Road in Silver City and spoke to pharmacist Doug Smith. I asked Doug what a sales rep for a company like
Gillette does when he calls on the drug stores, and he told me .... Bob, what else does a Gillette sales rep do,
and what makes a really successful one?"
"What are your expectations for the person you hire in this position within the next year? ... two years? ... five
years? How is performance to be measured and evaluated? (probe for specifics: who, what, when, where, how
and why)"
"What principal skills are you looking for in the person selected for this position?"
"What key technical, educational or background qualifications do you feel are essential ... and those that are
not essential but preferred?"
"How would you describe the ideal candidate for this position?"
"What is your time frame for achieving these goals and objectives?"
"Do you provide any kind of training ... and please elaborate?"

4.

Enthusiasm. Do you want the job? You want to be able to say with enthusiasm, "This job is just what I am
looking for. It's a perfect match. My enthusiasm is a 10."
"What is the title of the position where I would start ... and what would the next advancement be?"
"How did this position come to be? What happened to the previous incumbent? ... his predecessor? (a no-win
situation?)"
"Is there a likelihood that extensive travel or relocation might be required in the foreseeable future?"
"What is the typical career progression from this position? (a dead end?)"
"What's expected from this position over the next 12 to 18 months, and how will performance be measured?
(realistic expectations?)"
"What authority and resources (both manpower and financial) come with the position: (commensurate with the
responsibilities and performance expectations?)"
"Whose (functional) support is required to achieve the objectives in this position? (have you met those
individuals and verified their concurrence with the position's goals?)"
"Who within the organization was considered for this position?(undermining threat?)"
"What's the approval procedure for (whatever you feel you need to function effectively)?"
"Is the Company profitable right now? ... solvent?"
"Do you have a time frame for filling this position? ... for making a decision?"
"What is the salary range? What are the benefits? Are there any built-in performance bonuses, stock options,
perquisites, or any other incentives? Is there a retirement plan? If so, how long before I would be eligible for

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The Interview Winning Confidence and Enthusiasm

being partially or fully vested?"
5.

Presentation. Six things employers want to know about you. If your confidence and enthusiasm are both 8+,
then you have reached the point in time to sell yourself, and win their confidence and enthusiasm.

6.

Motive. Why are you in the job market?

7.

Interest. Why are you interested in our company and this position?

8.

Bottom Line. What can we expect from you; your contribution to our bottom line?

9.

Expertise. How good are you, and how long will you require to get results?

10. Afford. Can we afford you? Let him bring it up.

Avoid premature discussions about money.
Induce the employer to name a figure first.
If you are pressed strongly, give a range.
11. Risk. How can we be sure that you are, and can do, what you say?
12. Feedback. How comfortable (confident and enthusiastic) are they with you?
1. "How well qualified do you feel I am for this position?" "Based on your idea of the perfect candidate, how
close am I?" "How comfortable are you with me?" "...on a scale of 1-10?"
2. "Well, you must have some concerns. Would you mind sharing with me what they are? ...and in addition to
that, is there anything else? ...anything else? ...anything else?"
3. "I like the organization, opportunity, people, etc. I am impressed and/or intrigued by .... I know that I can
do the job. My confidence is a 10. And it is just exactly what I am looking for ... a perfect match. My
enthusiasm is also a 10. What else would it take to convince you that you should hire me?"
13. Commitment. What is the next step?
"Where do we go from here?" ... "What's the next step?"
"By when should I expect to hear back from you? Fine. You know, it's difficult to get me by phone, and I would
hate to miss your call. Can we leave it this way? If I don't hear from you by then ... within a week ... three days
... two weeks ... I'll follow up with a call to you to check your temperature(on a scale of 1-10), and see where
we go from here."

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Chapter 22
Two Powerful Selling Tools - PAR And STIF

You should now have developed several good PAR's. This chapter will show you how to use your PAR's
to win the confidence and enthusiasm of employers on interviews, as well as use a strategy called AA-UR-STIF to
close the credibility gap by overcoming concerns, liabilities, and objections.
Telling Effective Supporting Stories With PAR'S
Your effectiveness on interviews will definitely increase if you can effectively communicate personal
descriptors which characterize your strengths and capabilities. However, in order to make your point more credible
and memorable, it will be necessary for you to give examples. And, the most effective way to give an example is to
tell a PAR story which illustrates the point.
In order to make sure that your PAR story is well-focused, you should select a personal descriptor which
characterizes one of your strengths, and begin to make notes for a story which illustrates your use of that strength.
When you do this, be sure to follow the PAR format. Once you have made your notes, dictate your story into a tape
recorder. Listen to yourself ... then dictate it again ... and listen again. Your PAR story should not exceed 2 or 3
minutes in length.
The Problem
Set the stage for the listener by quickly stating the conditions and situation which constituted the challenge
of the problem. At the end be sure to state that this required your using the exact characteristics you wish to
demonstrate. For example, consider the personal descriptor "operated efficiently under heavy pressure." Assuming
that this is the characteristic you are attempting to illustrate in the story, your problem portion might go like this:
"It's interesting that you should mention the requirement for working under heavy pressure. It happens to
be a particular strength of mine, and an incident comes to mind which illustrates the point. May I share it with you?
"Earlier this year, we had the opportunity to take on some highly profitable business. But it required that
we produce in three months what we normally produced in six. We didn't want to let this opportunity pass us by, and
when I met with the President and Vice President of Manufacturing to decide whether it would be realistic to take
on this business, the decision was ultimately left to me. I made the commitment to meet the production deadlines
without sacrificing quality, but I reminded both of them that this would require working under extremely heavy
pressure."
By repeating the particular characteristic at the end of the problem, you put the rest of the story in perspective.
The description of your actions, which follows, will then be seen in light of this characteristic.
Your Actions
In relating your actions, do not go into too much detail on any one action, but instead try to give a sort of
staccato feeling while ticking off three or four separate actions. Told this way, your actions will convey a feel of swift
movement from one task to another. Continuing with the example above, your story would now go into the action

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phase as follows:
"That same day I made a thorough review of our existing capacity. I identified those areas where we might
make substantial gains by changing our traditional methods of operation, while pinpointing other areas where we
would need to either build capacity or put on an additional shift.
"My next step was to call in my key managers and gain a commitment from each of them that they could in
fact perform according to the schedules I had tentatively planned. I wanted to make certain they understood from
the very beginning that this was their project as much as mine, and that they should only agree to realistic goals. We
quickly established a common understanding and enthusiasm for meeting interim quotas on dates, and we all felt good
about it.
"I counseled each of them to convey to every one of their people that this was an unusual effort which would
also have an unusual payoff. I established with our controller a one-time incentive program to make sure that we
put rewards behind our words.
Working closely with the Personnel Department, I initiated a crash recruiting and training program, carried
out principally by my key managers. It was successful in helping us quickly add an additional shift. Externally, I
negotiated with suppliers for accelerated delivery times on key items crucial to this project. To control all of this, I
set up a careful monitoring system."
As the example illustrates, you should try to strike a balance between brevity and enough detail to help build
the picture in the listener's mind. This particular example listed about six actions, but usually three or four will
suffice. Please note that you should not be hesitant to use the pronoun "I," because the employer is buying you, not
a group of people.
The Results
Continuing with the example, it is always appropriate to use numbers, and the results might go something like
this:
"Three months later, we delivered the last of the products under that contract. Our costs, including
extraordinary items, came in 2 percent under projected budgets, and product quality was actually higher than
average. As a result, it looks as though that project alone will be contributing 42 percent of our total annual profit."
Results are most impressive if you can attach a number, in terms of dollars, percentages or the like. If the
results are not yet in, it is permissible to use projected numbers. In those cases where it is impractical to use numbers,
try to give an indication of the measure of the results by comparing them to some standard, such as a percentage
increase or decrease.
For example, if you were a teacher who took over a committee and made it highly effective, you could point
out in your results that: "As a result, a committee which had traditionally been accepted as a figurehead, with very
little substance in terms of real achievement, had now become one of the most vital forces on the campus, with an
active role in many major activities."
Recapping Tell ... Tell ... Tell
There is an old axiom in selling and public speaking which goes something like, "Tell them what you are
going to tell them, tell them, and then tell them what you told them." In this case, it is well to remember that you know
precisely why you are telling your story, and the point you want to emphasize. The listener, on the other hand, may

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The Job Seekers Bible - How to Create Your Dream Job and Get It
become quite interested in the story, and perhaps forget why you are telling it.
To make sure that the listener gets the point, it is important for you to repeat the point at the end of the story.
You can do this with a positive recap statement, and by asking a feedback question. You should again repeat the
phrase which you are attempting to demonstrate. For example:
"In the review of my performance last month, it was pointed out that this project was considered very
successful, and a particularly striking example of my ability to work well under heavy pressure."
Feedback
At the end of each PAR story, make sure you ask a feedback question. Feedback is especially helpful because
it elicits a reaction from the listener, which is sure to be positive, and helps to continue an active dialogue.
"Bill, does that give you a fairly accurate picture of how well I work under pressure? "Is that the kind of
approach which might have application here in this situation?" "Does that example of my capability seem relevant
to the position needs we've been discussing?" "Does that respond to your question or concern satisfactorily?" "Is
there any other area of my background or qualifications we haven't covered yet which would be appropriate to
discuss at this time?" A positive response from the employer will reaffirm that you definitely have what they need.
PAR Stories Can Demonstrate Multiple Characteristics
As you have already seen, one PAR story could be used to demonstrate many different characteristics. The
same example used here could have demonstrated:

! Ability to quickly modify traditional methods of operation to adapt to changing situations and
circumstances.
! Ability to gain cooperation and commitment from people at all levels.
! Ability to organize, direct and complete a multi-faceted, complex projects which demand attention on
many fronts at once.
! Ability to deliver quality products on time and under budget.
! Ability to renegotiate more favorable terms and conditions with existing suppliers.
! Ability to set up effective systems and controls.
To demonstrate each of these characteristics, all you need to do is to repeat each characteristic at the end of
your recap statement and feedback question. For example:
RECAP STATEMENT. "In the review of my performance last month, it was pointed out that this project was
considered very successful, and a particularly striking example of my ability to work well under heavy
pressure, to gain cooperation and commitment from people at all levels, and to deliver quality products on
time and under budget."
FEEDBACK QUESTION: "Bill, does that give you a fairly accurate picture of how well I work under
pressure? Does it give you a fairly accurate picture of how I am able to gain cooperation and commitment
from people at all levels? How about delivering quality products on time and under budget?
Half a dozen carefully prepared PAR stories should be sufficient for most people. Begin now to make your
notes on these stories, and you will be well prepared to get your strengths across memorably, credibly and
convincingly during the interview.

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Two Powerful Selling Tools - PAR and STIF

Building Rapport And Credibility While Dealing With Concerns
On many occasions, an interview may be proceeding smoothly until the employer raises an objection, points
out a liability, or expresses some other concern. Many of us, if put in the position of the candidate, would have a
natural tendency to become defensive. Many of us might even become argumentative, or try to contradict the
employer. In such cases, the unfortunate fact is, whether we are right or wrong, we have probably lost any chance
we may have had for getting a job offer.
Concerns and Objections Mean They are Interested
Very few employers want to waste their time by raising concerns about someone in whom they are not really
interested. In other words, if you stop to think about it, the raising of a concern on the part of an employer is really
evidence of interest. Accordingly, if someone takes the time to clearly spell out a concern, do not interpret it as a
negative sign.
Instead, realize that the very act of raising the concern can be very positive. It may show that the employer
is giving you serious consideration for the job. If he or she were not, they would more than likely either smile
politely, or sit stone-faced ... with the intent of getting you out of their office as quickly as possible.
Liabilities And Concerns: How to Deal With Them
By now you should have identified your functional weaknesses and job-related liabilities. It is important that
you minimize the impact of any liabilities by shifting the focus from them, and emphasizing your strengths.
Following are some common liabilities, and recommendations for possible ways of dealing with them. Completing
the "STIF Worksheet" at the end of this chapter, for every concern, perceived or real, in advance of any interviews,
will help you minimize their impact on your campaign. Always use PAR's to demonstrate relevant points. Also, see
the next chapter, Preparing for the Tough Questions.
Lack of experience - This is unarguably the most common liability, and the most difficult to overcome. This
is because it presents to the employer the greatest risk that you cannot do the job right away, or that you may never
be able to do it. The main emphasis should be placed on your strong interests, relevant experience, education,
functional strengths and specific appropriate skills which will be most useful to the prospective employer. You could
also point out that you learn and contribute quickly.
It is most important that you be convincing as to your ability to do the job, as well as your interest in the job.
If you can convey enough CONFIDENCE and ENTHUSIASM, you will have a good chance of winning the job. If
appropriate, consider saying with conviction and sincerity, "I know I can do the job ... and do it well my confidence
is a 9+. What I may lack in experience, I will more than make up for as a quick study. And, I really want it ... it's a
perfect fit ... my enthusiasm is also a 9+. What else would it take to convince you that you should hire me?"
Unemployed/Employment Gaps - Do not panic and become reactive. If you do, you will lose selfconfidence, self-esteem and much needed objectivity about your future. Rather, become proactive. Focus more on
what you want out of your career than that you need a job. Consider your job search a full-time job. Thirty to forty
hours per week should be devoted as a priority before anything else.
Do not make any negative references to your present or former jobs or employers. One of the quickest ways
to win and hold the confidence of others is to apply the rule spoken by one of the world's greatest diplomats, Benjamin
Franklin: "I will speak ill of no man, and speak all the good I know of everybody." "If you can't boost, don't knock"
is always a safe rule. It is one of the quickest confidence gainers. Always say something good about the other party.

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The Job Seekers Bible - How to Create Your Dream Job and Get It
When you state your reasons for leaving, or wanting to leave a job, say that you have GAINED a great deal
from your experience on the job and CONTRIBUTED to the organization, but you are now ready to further pursue
your personal and professional career goals. You could emphasize that you are a contributor, loyal, ambitious and
get along well with others. "I'm not here because I need a job ... I could have any number of jobs anytime I would
like. Nor am I here just because of your ad. I am here because I have a strong interest in working with you."
Too much a generalist - You could make the point that you are a quick learner, can apply your skills to a
variety of specific problems, and can grasp technical subjects quickly.
Too much a specialist - You could emphasize your broader perspective and interests, and that you are
flexible, and adapt and learn quickly.
Insufficient/unrelated education - Certain employers are looking for a particular educational background.
If you do not meet the requirements, you could emphasize that you are highly intelligent, possess specialized
knowledge and/or have showed persistence in gaining required knowledge, and are a quick learner.
Too old - If you feel that your age is considered a liability, you could emphasize that you are flexible,
adaptable, hard driving and possess a high energy level. Also emphasize your relevant strengths that would allow
you to make an immediate and significant contribution. You should convey an impression of ENTHUSIASM for
work and life in general.
Too young - If perceived to be too youthful, emphasis should be on sound judgment skills, maturity, stability,
decisiveness and ability to deal with people effectively at all levels. You should convey with an impression of
CONFIDENCE that you are a quick learner.
Instability/job hopping/too many jobs - You could emphasize your determined pursuit of job satisfaction,
your interest in a long-term career with good progression and that you are goal-oriented. Additionally, emphasis
should be placed on your loyalty and stability.
One job for a long time - You could point out that while you are extremely loyal, you are also very
adaptable, flexible and ambitious.
Underqualified/lack of job-related skills - You could put emphasis on your intelligence, your specialized
skills and knowledge that are of benefit, and that you are a quick learner.
Overqualified - Emphasis here should be on loyalty, stability, maturity, immediate contribution and why you
want the job.
Low earnings - You could emphasize you are a contributor and achiever.
No experience in large firms - You might point out that you function well in sophisticated environments and
get cooperation at all levels.
Lack of demonstrated leadership experience - See lack of experience, too much a generalist, and too
young categories.
Lack of major accomplishments - See lack of confidence, lack of enthusiasm, too much a generalist,
and instability/job hopping/too many jobs categories.
Lack of frequent promotions - See lack of confidence, lack of enthusiasm, too much a generalist, and

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Two Powerful Selling Tools - PAR and STIF

instability/job hopping/too many jobs categories.
Lack of good references - See lack of experience, lack of confidence, too young, instability/job
hopping/too many jobs, and one job for a long time categories.
Career has peaked - See lack of enthusiasm, too old, and overqualified categories.
Previous earnings too high - See lack of enthusiasm and overqualified categories.
STIF (Shift-Test-Illustrate-Feedback): a Powerful Strategy For Overcoming Concerns
In order to help you close the credibility gap, and overcome liabilities and concerns, you should use a
powerful strategy called "STIF." STIF is the shortened form of AA-UR-STIF, an acronym that stands for
AVOID-AVOID-UNDERSTAND-RECOGNIZE-SHIFT-TEST-ILLUSTRATE-FEEDBACK. The hyphens only
serve to help you remember the acronym, and the AA-UR-STIF concept. Phonetically, it sounds like: Ah, you are
stiff. It will help you to avoid the trap of becoming defensive, build a more positive personal chemistry with the
employer, and win his confidence and enthusiasm. To help you remember, the acronym looks like this:
A
A
U
R
S
T
I
F

---------

Avoid disagreement with the employers concern

Avoid agreement with the employers concern
Understand the employers concern
Recognize the employers concern
Shift the employers concern to the real issue
Test to see if you may illustrate your positive qualities to overcome the real issue
Illustrate your positive qualities with a PAR story to overcome the real issue
Feedback to see if you have overcome the employers concern

Using The STIF Strategy

This strategy has eight simple steps. Steps 1-4 are based on the recognition that whenever anyone raises a
concern, the personal interaction tends to get somewhat tense and emotional. So the first thing you want to do, is to
relieve the tension in order to maintain objectivity with a good feeling and rapport.
Step 1 -- Avoid Disagreement with the Employers Concern
Job offers are made not because someone gives a 100 percent correct and intellectually valid answer to every
question. Rather, it is because somewhere along the way a sense of confidence and a positive personal chemistry are
established. Since you are selling yourself in a job search, you will surely agree that you cannot sell anything to
anyone while attempting to win an argument.
Liabilities can be addressed on an intellectual basis, and it is important to have an answer which is logical.
From the point of view of building positive personal chemistry, however, it is better not to answer right away when
someone raises a concern. Jumping immediately to an answer is in itself somewhat defensive. You should therefore
never disagree, become defensive, contradictory, or argumentative. Attempting to win an argument will only lose
the job.
For example, if the employer were to raise the concern that you lack experience, avoid a disagreeable
response that typically might sound like this: With all due respect, sir, I dont agree. I actually have a lot more
experience than my resume indicates. Besides, I dont believe the amount of experience you require is really
necessary to be able to do the job. My qualifications are actually very good for this position, and I really think you

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The Job Seekers Bible - How to Create Your Dream Job and Get It
should reconsider the experience, education and training that I do have.
Step 2 -- Avoid Agreement with the Employers Concern
When a valid concern is raised, it will not help simply to placate the other party and agree. This is because
that gives the potential employer a very good reason (which you have then reinforced) for not hiring you. You should
therefore never placate or be anxious to be agreeable.
Continuing with the same you lack experience example, you should avoid placating the employer, and do
not be anxious to be agreeable. Do not give a typical response that might sound like this: Well, youre right. I know
I lack experience. But how am I supposed to get experience unless you hire me, and give me a try?
Since it is imperative never to disagree or agree to an objection or concern raised by an employer, you may
be wondering, what other option is there? The answer is: understand the employer and his concerns.
Step 3 -- Understand the Employers Concern
We all need to be understood. It is a basic human need. In fact, it is widely held that being understood is
perhaps more important than being loved. This is because when you are understood, you normally feel loved, and
respected. But not necessarily is the reverse true. When you are loved, you do not necessarily feel understood. To
feel understood is to feel acknowledged and accepted as a worthwhile human being with valid ideas, thoughts,
feelings, experiences and beliefs. It reduces negative feelings of tension and stress.
You will not normally feel the need to convince others of their error, or that you are right and they are wrong,
when you are truly understood by them. You will become more open to their ideas, thoughts, feelings, experiences
and beliefs that may be different from your own. You will begin to see others in a different light different and
acceptable ... rather than wrong and unacceptable.
Being understood is no less important to the employer than it is to you. When he is understood, he will be
more open to your ideas, thoughts, feelings, experiences and beliefs that may be different from his own. It is
important to note that you should never assume that you understand the employer. Step 3 will not be completed until
you ensure that he feels understood.
Continuing with the same you lack experience example, you should seek to understand the employers
concern with a response that might sound like this:
I dont know if Im exactly the right candidate for this position, because it may appear to you that I lack
experience. For that matter, I dont know for sure if this is the right opportunity for me either. That is what this
meeting is all about ... to explore the possibilities. So help me to understand your position. How much and exactly
what kind of experience would the ideal candidate have? And how did you come to the conclusion that that level of
experience is necessary? So if I understand you correctly, you feel that unless a candidate has exactly that
experience, that he would not be able to contribute quickly ... or at least would require excessive training before he
would be able to hit the ground running? In other words, you want someone who can get the job done, done right,
and done right now. Is that right?
Step 4 -- Recognize the Employer's Concern
You can do this simply by making a statement which recognizes the employer's concern, and perhaps even
going so far as to indirectly compliment him. The principle then is not to disagree, or agree, but to understand and
then recognize the validity of his concern. An example of how this might be done:

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Two Powerful Selling Tools - PAR and STIF

"I appreciate your candor ... being up front with me ... and putting your concern on the table. I have been
in your shoes ... and I UNDERSTAND YOUR CONCERN. If I were in your position, I would feel the same way.
Step 5 -- Shift the Employers Concern to the Real Issue
Step 5 is based on the recognition that, if you do in fact really have a liability, there is little that can be done
to change it. If it is the opinion of the employer that "you lack experience, then there is little or nothing that can be
done about the "fact" of the existence of this liability. Accordingly, to continue to talk about the liability itself would
not help you.
Shifting the focus, therefore, takes you away from the negative concern, over which you have no control.
Instead, it focuses the conversation on the positive the "real issue" -- over which you do have control. You can do
this by asking yourself, "What is the real issue here? What positive qualities of the ideal candidate does the employer
have in mind when he or she raises this concern?" You want to shift the focus of the conversation from your liability,
to your corresponding positive qualities which would be possessed by the ideal candidate.
For example, if the employer raised the concern that "you lack experience, the negative implication is that
you would undoubtedly take a long time to learn the business. The corresponding positive, therefore, would be
"someone who can contribute quickly ... who can hit the ground running immediately," or, in a broader sense,
"someone who can get the job done ... done right ... and done right now ... and who really wants the job." That is
precisely where you want to steer the conversation. Shifting the focus, therefore, might go something like this:
"HOWEVER ... when you bring up that concern ... and it is a valid concern ... what you really have in mind,
the real issue here, is the fact that you need someone in this position who can come in and hit the ground running ...
someone who can get the job done ... done right ... and done right now ... and who really wants the job. Isn't that
right? What kind of time frame would be realistic for you to allow to get the job done ... to get the results you want?"
Or ... a shorter version:
"HOWEVER ... Your real concern is that you need someone in this position who can come in and hit the
ground running immediately. Isn't that right? What kind of time frame would be realistic for you to allow to get the
job done ... to get the results you want?"
Please note that shifting ends with a question, asking if your interpretation is correct. That gives the employer
the opportunity to reaffirm that you are correct, which helps build a dialogue in the conversation and prevents you
from doing all the talking. Also, in case you have misinterpreted, it gives the employer the opportunity to further
clarify or correct you. In the unlikely event that you did misinterpret, you could always come back with a statement
such as, "Oh, I must have made the wrong assumption somewhere along the line. Tell me, just what requirements did
you have in mind that prompted you to express your concern?" In most instances, you will probably have refocused
the conversation correctly in shifting.
Step 6 -- Test to See if You May Illustrate Your Positive Qualities to Overcome the Real Issue
Step 6 is a simple conditional qualifying question. You ask whether, IF you can illustrate that you possess
all the right qualities mentioned in shifting (that you really are someone who can contribute quickly, who can hit the
ground running immediately someone who can get the job done ... done right ... and done right now ... and who
really wants it), THEN might that be of enough interest to him to allow you to give an illustration as to why you are
so confident. For example:
"IF I could illustrate to you that I am precisely that kind of person ... that I possess those qualities we just

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The Job Seekers Bible - How to Create Your Dream Job and Get It
talked about ... that I can contribute quickly ... that I can hit the ground running immediately ... that I can get the job
done ... done right ... and done right now ... and want to do it, THEN would you be interested enough for me to
illustrate with a specific example ... why my confidence is so high ... where my confidence comes from?"
Step 7 -- Illustrate Your Positive Qualities with a PAR Story to Overcome the Real Issue
When you get a positive response from the employer, you can then proceed to Step 7. Here you should use
a PAR story which helps to illustrate and support your answer. The answer you give may not be 100 percent
intellectually perfect. That is not so important as the manner in which you handle the liability. For example:
"While employed by XYZ Company as the new Business Development Director, I was asked to develop a
market for a new product to compete with `Brand X' in an area of low profitability. I identified all the assets of the
new product and determined there were broader uses in our potential market. This gave it greater visibility and
reduced inventory problems for our dealers. We priced it at a premium, captured 25% of the market the first year,
and made 300% more profit than Brand X.
I always get results. And I can increase your bottom line similarly in your required time frame. My
confidence is very high -- a 9. I can do the job."
Step 8 -- Feedback to See if You Have Overcome the Employers Concern
Then you should end with a feedback question which asks whether the story illustrates the kind of positive
qualities the employer is seeking. For example:
Does this type of marketing approach appeal to you? Does that sound like the kind of qualities and person
you are looking for? What kind of time frame would be realistic for you to allow to get the results you want? What
is your level of confidence in me now ...how comfortable are you with me ... on a scale of 1-10?
When all is said and done, the fact that you did not get flustered, but instead turned this into a friendly
exchange in which you built rapport, will be the most important consideration. You will have impressed the employer
more with how you handled the situation on a personal and emotional level, rather than an intellectual level. And that
is the very purpose of this strategy. Instead of getting into a defensive or emotionally damaging argument, you have
been involved in a friendly conversation, which is essential to building rapport and winning job offers.
Example of AA-UR-STIF
Concern:

" ... you lack experience ...."

Avoid:

With all due respect, sir, I dont agree. I actually have a lot more experience than my resume
indicates. Besides, I dont believe the amount of experience you require is really necessary to be able
to do the job. My qualifications are actually very good for this position, and I really think you should
reconsider the experience, education and training that I do have.

Avoid:

Well, youre right. I know I lack experience. But how am I supposed to get experience unless you
hire me, and give me a try?

Understand:

I dont know if Im exactly the right candidate for this position, because it may appear to you that
I lack experience. For that matter, I dont know for sure if this is the right opportunity for me either.
That is what this meeting is all about ... to explore the possibilities. So help me to understand your
position. How much and exactly what kind of experience would the ideal candidate have? And how

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Two Powerful Selling Tools - PAR and STIF

did you come to the conclusion that that level of experience is necessary? So if I understand you
correctly, you feel that unless a candidate has exactly that experience, that he would not be able to
contribute quickly ... or at least would require excessive training before he would be able to hit the
ground running? In other words, you want someone who can get the job done, done right, and done
right now. Is that right?
Recognize:

"I appreciate your candor ... being up front with me ... and putting your concern on the table. I have
been in your shoes ... and I UNDERSTAND YOUR CONCERN. If I were in your position, I would
feel the same way.

Shift:

"HOWEVER ... when you bring up that concern ... and it is a valid concern ... what you really have
in mind, the real issue here, is the fact that you need someone in this position who can come in and
hit the ground running ... someone who can get the job done ... done right ... and done right now ...
and who really wants the job. Isn't that right? What kind of time frame would be realistic for you
to allow to get the job done ... to get the results you want?"

Test:

"IF I could illustrate to you that I am precisely that kind of person ... that I possess those qualities
we just talked about ... that I can contribute quickly ... that I can hit the ground running immediately
... that I can get the job done ... done right ... and done right now ... and want to do it, THEN would
you be interested enough for me to illustrate with a specific example ... why my confidence is so high
... where my confidence comes from?"

Illustrate:

"While employed by XYZ Company as the new Business Development Director, I was asked to
develop a market for a new product to compete with `Brand X' in a low profit area. I identified all
the assets of the new product and determined there were broader uses in our potential market. This
gave it greater visibility and reduced inventory problems for our dealers. We priced it at a premium,
captured 25% of the market the first year, and made 300% more profit than Brand X.
I always get results. And I can increase your bottom line similarly in your required time frame.
My confidence is very high -- a 9. I can do the job."

Feedback:

Does this type of marketing approach appeal to you? Does that sound like the kind of qualities and
person you are looking for? What kind of time frame would be realistic for you to allow to get the
results you want? What is your level of confidence in me now ...how comfortable are you with me
... on a scale of 1-10?

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The Job Seekers Bible - How to Create Your Dream Job and Get It
STIF Worksheet
Complete this worksheet for every possible major liability or concern.
Liability/Concern:
Avoid:
Avoid:
Understand:

Recognize:

Shift:

Test:

Illustrate:

Feedback:

Ch. 22 Pg. 194

Chapter 23
Preparing For The Tough Questions

Most job seekers make two devastating mistakes when they are being questioned. (1) They FAIL TO LISTEN to the question. They proceed to annoy the employer either by answering a question that was not asked, or by
giving out a lot of superfluous information. (2) They attempt to answer questions with virtually NO PREPARATION.
The glibbest person on earth, even the most skilled debater, cannot answer questions off the cuff without damaging
the chance of success. Following is a list of eighty frequently asked questions, and answers to the twenty-one most
grueling questions you will need to be prepared to answer.
Answers to the 21 Most Grueling Questions
The following Answers are excerpted from One-on-One, Winning the Hiring Decision. What follows
are a number of questions that various surveys have indicated are asked most often, regardless of the job classification.
Study them carefully, develop strong responses, and your candidacy will receive prime consideration. Also, see the
previous chapter, Two Powerful Selling Tools PAR and AA-UR-STIF.
1. "Why do you want to work here?" Because you have done your homework on the organization, you know
exactly why you want to work there. All you must do is organize your reasons into several short, hard-hitting
sentences: "You make the best product on the market today." "Your management is farsighted enough to reinvest the
organization's profits so that soon you will be the leader in the category."
2. "Why should I hire you?" The employer asking this question does not want a lengthy regurgitation of your
resume. He is not yet asking for a barrage of facts and figures. He is interested in testing your poise and confidence.
Give him a short, generalized summary: "I have the qualifications to do the job that has to be done and my track
record proves it," or, "I know that this is the job for me and that I will be successful."
3. "What interests you most about this position?" Give a truthful, one- or two-word answer, such as, "The
future." "The challenge." "The competitiveness." "The environment." This response will force the employer to ask
you to explain, giving you yet another opportunity to demonstrate your profound knowledge of the organization.
4. "Would you like to have your boss's job?" By all means, "Yes!" Ambitious, hungry people are always
preferred over those willing to settle for a safe routine. If you sense this answer threatens your employer's security,
you might add, "when I am judged qualified," or "should an opening develop in several years."
5. "Are you willing to go where the organization sends you?" Obviously, this is being asked because they
have every intention of shipping you off. If you answer "no" you will probably not be hired. If you answer "yes,"
understand that once you are a trusted employee you may be able to exert the necessary leverage to avoid the less
desirable out-of-town assignments.
6. "What kind of decisions are most difficult for you?" Be human and admit that not everything comes
easily. But be careful what you do admit. "I find it difficult to decide which of two good men (women) must be let
go." "It is difficult for me to tell a client that he is running his business badly."
7. "How do you feel about your progress to date?" Never apologize for yourself. "I think I've done well,

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but I need new challenges and opportunities." This is a good time to drop hero stories. "No one in my organization
has advanced as fast as I have." "I think you'll agree. I've accomplished quite a bit in the last five years."
8. "How long will you stay with the organization?" A reasonable response might be: "As long as I continue
to learn and grow in my field."
9. "Have you done the best work of which you are capable?" This is best answered with some degree of
self-effacement. "I would be lying to you if I told you I was perfect, but I have tackled every assignment with all my
energy and talents," or, "I'm sure there were times when I could have worked harder or longer, but over the years
I've tried to do my best, and I think I've succeeded."
10. "What would you like to be doing five years from now?" To answer this question, make sure you know
exactly what can and cannot be achieved by the ideal candidate in your shoes. Too many job hunters butcher this
question because they have not done their homework and have no idea where their career will lead them. If you see
yourself at another organization, or in another department of the organization you are meeting with, tread lightly. You
can't afford to tell your employer that you believe you'll be more successful than he.
11. "What training/qualifications do you have for a job like this?" Deliver a short, fact-filled summary of
the two or three most important qualifications you have: "I have a background in accounting." "I've demonstrated
proven selling skills." "I'm capable of handling several projects simultaneously."
12. "Why do you want to change jobs?" This is one of the first questions employers ask. Be sure you are
ready to answer it satisfactorily. If you're currently in a dead-end position, locked out of advancement opportunities,
explain this. The employer will understand. If your job has become a routine, void of learning experiences, he'll
accept that. If you feel your present employer is losing ground to competition, through no fault of your own, he'll
accept that, too. However, if you say that your salary is too low, he'll become suspicious. If you say you hate your
boss, he'll wonder if soon you'll be hating him. If you say you are bored he'll suspect that you're just another
"job-hopper."
13. "Why do you want to change your field of work?" Before your interview, spend one hour and organize
these reasons into a written statement. Memorize this explanation and be prepared to deliver it, because you will
certainly be asked. Your explanation should include:
(a) How your previous work experience will contribute to your new career;
(b) What excites you most about this new field;
(c) How you came to make this career change decision.
14. "Why were you out of work for so long?" If there is a gap in your resume, you must be prepared to
explain what you were doing in that period. Until you have satisfied your employer's curiosity, you will not get hired.
If you were fired and have spent the last year looking for a job without success, you will understand an employer's
reluctance to hire you. If, on the other hand, you explain what you have learned or accomplished during this hiatus,
he will warm to your candidacy. For example: "I have taken several courses to strengthen my skills in...." or, "I used
this period to re-examine my goals and have reached this conclusion...." The employer must have a positive
explanation.
15. "Why have you changed jobs so frequently?" This question is crucial. In fact, an unsatisfactory answer
to this one is among the top reasons why applicants fail to get the jobs they want. You must convince your employer
that your job-hopping days are over. If you feel you made a mistake leaving previous jobs tell him so, while at the
same time reminding him that your job performance was never in question. He'll appreciate your candor. If
something in your personal or business life has recently changed and would affect your stability in the future, come

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Preparing for the Tough Questions

right out with the facts. He'll be anxious to hear.
16. "Have you ever hired or fired anyone?" You're being asked this question for two important reasons.
First, to determine whether you are capable of performing these duties. Second, to determine if the previous
experience you have described was at a high enough level to include hiring/firing responsibility. If you have had no
experience in hiring/firing, you must make a considerable effort to convince the employer that you are capable of
performance in this area.
17. "How have you helped sales/profits/cost reductions?" Have your hero stories ready and be willing to
prove that you have made significant contributions in one or more of these basic areas. Again, keep your explanations
short and try to include specific dollar amounts.
18. "Why aren't you earning more at your age?" This question can frighten the wits out of an unsuspecting
applicant. One of the following suggested responses should cover your situation: "I have been willing to sacrifice
short-term earnings because I felt that I was gaining valuable experience." "I have been reluctant to gain a
reputation as a job-hopper, preferring instead to build my career on solid, long-term achievement."
19. "How many people have you supervised?" Similar to the "hired and fired" question, the employer is
trying to determine the depth of your experience. Be careful not to exaggerate.
20. "What are the reasons for your success?" It is best to keep this answer very general, permitting your
employer to probe more deeply if he wishes. Offer a short list of positive character traits that describe you: "I like
to work hard," or, "I get along with all kinds of people and I know how to listen," or, "I pay close attention to details,
I know how to watch costs and I can keep difficult customers smiling."
21. "What kind of experience do you have for this job?" Summarize several key areas of experience which
you can bring to your new job. Demonstrate to the employer specifically how each one helps solve his problems. For
example, "My experience in new-product introductions will be very helpful to your entire marketing effort." "My
industrial design background will strengthen your sales-force capability in dealing with large clients."
The foregoing is excerpted from One-on-One, Winning the Hiring Decision. Copyright 1979 Focus Press, Box 895,
1990 Broadway, New York, NY 10023. It has since been republished by Random House under a new title: One-onOne: Win the Interview, Win the Job. Reprinted by permission of the author, Theodore Pettus. He acquired his
interviewing expertise at some of New York's best advertising agencies. He is now a free-lance writer.
Qualify Open-ended Questions
22. "Tell me about yourself," will often be the first remark of a well-intentioned but poorly prepared
employer. You do not want to fall into the trap of talking about your childhood and personal life when the employer
is really interested in your professional achievements. Nor would you want to talk about professional achievements
if the person were primarily interested in personal and psychological factors. Neither would you want to come back
directly with a question, because that is usually too abrupt and may be interpreted as hostile.
The solution is to qualify with a statement such as: "I'd be happy to tell you about myself. I suppose what you
are most interested in is my experience of the past few years and how it might relate to your needs. Would that be
a good place to start?" At that point, the employer can either confirm your assumption with a friendly nod, or state
more precisely about what he would like to know.

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The Job Seekers Bible - How to Create Your Dream Job and Get It
Recognize The "Objection in Disguise"
23. "What assurances do we have that you would stay with us for any longer than two or three years?"
Some questions are actually objections in disguise, and it will be to your benefit if you can recognize and treat them
accordingly. The objection here is that, for whatever reason, you are perceived as someone who may not stay for a
long time. Whenever you encounter a concern, use the AA-UR-STIF strategy explained in the previous chapter.
Identify When a Story Would Help
If you are asked whether you have a particular trait or specific experience, you will hardly impress the
employer if you merely say "yes." Your answer will be more memorable and credible if you can support your answer
with an example. One of the most effective ways is to relate a concise, action-oriented story which demonstrates the
point. People might forget concepts, but they remember stories.
The PAR story format is always recommended as most effective. After you are finished with the story, you
should ask a feedback question. Use the PAR strategy explained in the previous chapter.
Recognize When You Are Short on Information
24. "Why should we hire you?" Often you may be asked a question for which you really do not have
information on which to base an answer. You may indeed have five or six skills which would make you a valuable
contributor, but until you know what the employer considers to be important, it is unwise to answer. That is because
you may state that you have strengths A, B and C, to which the employer says, "That's fine, but we don't need those
strengths." The solution here is to turn the question around with a statement such as:
"I do have a number of strengths which I believe would allow me to make an immediate and significant
contribution. I'd be happy to get specific about them right now if you would like. However, you asked why you should
hire me, and I think it would be presumptuous of me to tell you that these strengths are what you need before I've even
shown you the courtesy of listening to what you think are your priority concerns here. Could you share some of your
thoughts with me?"
OR, "Well, I don't know yet if you should hire me. But, in order to answer a question like that, I would need
to know more about my competition. Could you describe the other candidates, and their qualifications?" "How
would you describe the ideal candidate for this position?"
Additional Frequently Asked Questions
25.
26.
27.
28.
29.
30.
31.
32.
33.
34.
35.
36.
37.

What do you know about our company?

Do you think you can handle this kind of job? Why?
What job in our company would you choose if you were entirely free to do so?
What would your boss say are your best qualities?
What would your boss say are the areas in which you need to improve?
What do you think about your current or most recent boss?
How did you get along with your current (or previous) boss?
How much supervision do you require? Why?
What kind of boss do you prefer?
What boss did you like most? Least? Why?
Tell me what your most recent job was all about.
What do you like least about your current job? Most? Why?
What jobs have you held, how were they obtained and why did you leave?

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Preparing for the Tough Questions

38.
39.
40.
41.
42.
43.
44.
45.
46.
47.
48.
49.
50.
51.
52.
53.
54.
55.
56.
57.
58.
59.
60.
61.
62.
63.
64.
65.
66.
67.
68.
69.
70.
71.
72.
73.
74.
75.
76.
77.
78.
79.
80.

Why do you think you lost your job?

What gets you most flustered on your present job?
Describe a typical day on your job.
What kind of work interests you?
Of all the jobs you've had, which did you like most? Least? Why?
Would you describe a few situations in which your work was criticized?
What have you learned from some of the jobs you have held?
Can you get recommendations from previous jobs you have had?
How much money are you looking for?
What do you think determines a person's progress in a good organization?
How much money do you hope to earn 3 to 5 years from now?
What really motivates you?
Are you primarily interested in making money, or is job satisfaction more important?
When did you first contribute to family income?
Tell me about your skills.
What are your strong points? Weak points?
What is your major weakness?
What are your hobbies and outside interests? Why?
What have you done which shows initiative and willingness to work?
What are you like as a person? How would you describe your personality?
Do you prefer working with others or by yourself?
Have you ever had trouble getting along with fellow students, faculty or employees?
Do you like routine work? Why?
Do you like regular hours? Why?
Define cooperation.
Will you fight to get ahead?
Do you demand attention?
What do you do to keep in good physical condition?
Is it an effort for you to be tolerant of a person with a different background and interests?
What type of books have you read?
What types of people seem to rub you the wrong way?
What are your special abilities or skills?
Do you prefer a large or small company? Why?
How about overtime work?
In what school activities have you participated? Why? Which did you enjoy most?
Which courses did you like most? Least? Why?
What extracurricular offices have you held?
How interested are you in sports?
How did you rank in your graduation class in high school/college?
Do you think that your extracurricular activities were worth the time you devoted?
Do you feel you have done your best scholastic work of which you were capable?
How do you feel about getting additional education? Why?
Do you think that grades should be considered by employers? Why or why not?

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Chapter 24
Getting Hired When No One Is Hiring

You may mistakenly assume that if an organization is not actively looking for someone to hire, then there is
no position available. The experience of consultants, sales professionals and many job seekers indicates otherwise.
While there may be no "job" or "position," there is almost always work to be done that is not being done. Or, there
is work that is not being done efficiently or quickly enough. This segment of the job market was earlier referred to
in Chapter 3, Understanding the Job Market, as segment 3, employers without openings and not anticipating any.
Consider this question. How many organizations do you think would not be interested in increasing cash
flow? Or, profitability? Or, revenues? Or, market share and penetration? Or, productivity? Or, reducing or
controlling costs? Could you contribute in any of these areas? Remember that your marketability is a function of
your ability to contribute to the bottom line. There is not an organization in existence without challenges, problems
and concerns. And, that spells opportunity.
Some Examples

! An individual with a background in finance and operations, convinced the president of an airport services
firm that he needed a number two man. This would be someone who could help him not only in the
financial area, but in operations as well. Within six weeks of the first contact, the president, who had not
been looking for anyone, hired him.
! An individual with experience in real estate financing and architecture, suggested to the chairman of a
construction firm that his talents could be very valuable in helping to secure new business where
municipal approval was essential. Within four weeks of the first contact, the chairman hired him. The
job not only included the functions suggested, but other responsibilities as well. Until the chairman
started thinking in terms of "things which could be accomplished," he did not realize that he actually had
concerns which were not being addressed.
! An executive in his late forties persuaded the president of a test equipment manufacturing firm, in his
early thirties, to hire him in a financial/administrative role. Although the president had not been looking
for anyone, he brought him on board when he realized that the older executive would add maturity to his
management team, impress the bankers with his stability, and provide him with the opportunity to devote
his own time to cultivating international customers.
! An administrator demonstrated how she achieved dramatic increases in efficiency in a large publishing
firm by implementing advanced administrative systems. She was hired by the managing partner of a law
firm. He had not been seeking anyone, but neither had he been aware of the productivity increases which
she could make possible.
All of these individuals had three things in common:

! Understanding of Job Evolution. They understood the process of how jobs are created and filled; that
almost every organization has problems that are not being addressed because no one is assigned to them.
(See Chapter 3, Understanding the Job Market)

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Getting Hired When No One Is Hiring

! Identify Core Competencies - They identified their core competencies, and listed the ways each one
would enable them to help most organizations. (See Chapter 4, Getting Focused)
! Direct the Conversation - They directed the conversation to start the organization thinking about those
very areas. (See Chapter 21, The Interview - Winning Confidence and Enthusiasm)
How to Get Hired When No One Is Hiring
If you would like to obtain consulting or independent contractor work, or create a position that did not before
exist, you will have a better-than-even chance if you follow this approach. It will take some time and preparation,
but the results will be well worth the effort.
Contact Your Target Organizations
Do not use a cover letter and resume. Your initial approach should be a short introduction letter. It should
be addressed to one specific person, and include his appropriate job title. It should demonstrate your interest in the
organization, and should indicate that there are specific areas in which you believe you can help the organization.
You should close by indicating that you will call for an interview. Three possible letters you could use are found at
Appendix J, "Letter Samples." They include Letter G ... Introduction Letter for Imminent Opportunities, "Letter
H ... Introduction Letter to Primary Employers, and "Letter J ... Consultants Introduction Letter.
Follow up by Phone
Follow up all letters by phone using the strategies introduced in Chapter 17, Phone Strategies: Maximizing
Interviews. A follow-up approach to Letter J for consultants and independent contractors might sound something
like this with the decision-maker:
"I sent you a letter last week. Do you recall receiving it? Well, in the letter I indicated that I believe your
firm to be an industry leader with significant growth potential. Since observing your organization, operations and
facilities, I thought that you would be interested in our observations.
"Do you have any concerns for improvement in any of these areas: Increasing cash flow? Increasing
profitability? Increasing revenues? Increasing market share and penetration? Increasing productivity? Or,
reducing or controlling costs? Which of these would be your greatest concern at the present time? That doesn't
surprise me at all. That's exactly why I called. I really believe that I can help you in these and other areas. I would
like to meet with you personally for 20 to 30 minutes to discuss your concerns in more detail, and explore just exactly
how I may be of the greatest help to you. I could meet with you this week or next. When would be the best day and
time to get together?"
If the answer is negative, or if you meet any roadblock, it will be necessary for you to develop telephone
techniques for dealing with them. Separate guidelines are provided for handling roadblocks and refining your
telephone skills in Chapter 17, Phone Strategies That Win More Interviews.
The Interview
During the conversation which follows, you should essentially follow the agenda introduced in Chapter 21,
The Interview - Winning Confidence andEnthusiasm.
After the first few minutes of conversation in the rapport stage, you might expect to be presented with a
question such as: "Well, I was certainly interested in what you had to say in your letter, and it got me to thinking. I
really don't have any openings, but I figure I'm never too smart to learn, so I'd like to listen to what you have to say.

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The Job Seekers Bible - How to Create Your Dream Job and Get It
The floor is yours." Or, "So you're the genius who is going to help me improve my business. Okay, what can you do
for me?"
Whether the remark is friendly or challenging, you should start to take control of the conversation. Here is
where you begin the process of helping him focus on areas of need where your talents will be valuable.
Define Specific Areas of Contribution
The principle to follow here, is that of introducing three or four areas the most likely areas to which the
organization is devoting a good deal of thought or action. Depending upon the amount of research you have been able
to do, these areas will be more or less specific.
To illustrate this principle, let us assume that you are attempting to do some consulting work, or create the
position of Director of Marketing Services, with a $30 million manufacturer of electronic components. You have been
unable to do much research, so that you know little more than the name of the organization, the kinds of products it
makes and its sales volume. Your approach might sound like:
"Mr. Smith, let me first say that it is a pleasure meeting you in person. Anyone who has built an organization
so quickly to this size, especially in a fast-moving industry, has got to be a very busy person. I admire what you have
done, and I'm flattered by the opportunity to discuss with you those areas where I might be able to help.
"It wasn't just a matter of picking your name out of the phone book when I wrote you. I had given it some
thought, and I had some specific areas in mind. As I see it, there are at least three areas which must be occupying
a good deal of your time, where my input could prove very valuable.
"During our phone conversation, you acknowledged concerns for improving cash flow and revenues ... and
you were interested in how you could increase your market share and penetration. The first thing that came to my
mind involves the sticky business of selecting the right markets in which to grow. An organization in your position
has far more options that it can possibly develop, so I felt you would need help in analyzing which market niches are
potentially most lucrative.
"A second area where you might be devoting a lot of time is product development and application. In most
organizations in this industry, there is room for improvement in coordination between marketing and R&D. No doubt
you are looking at ways of improving the methods by which you develop new products and new applications for
existing products, with an eye toward cutting both the time and expenses required.
"The third area relates to sales and sales support. At your size, you have no doubt developed a combination
of distributor, rep and direct sales force activities. If someone had the time to carefully analyze all of these
relationships, and to give more marketing support to the sales effort while getting improved feedback, chances are
that you could realize a significant gain in both sales and profit margins.
"Those are the three areas then, marketing direction and positioning, product development and sales support.
Would I be right in assuming that at least one of them is an area which you would consider top priority today?"
Notice that the statement ended with a feedback question. Always end with a feedback question. In effect,
what has just been done, is to lay out for discussion three areas which logically would be on the mind of anyone
running an organization of that nature. Without knowing much about the organization, it is still possible for you to
deduce that these are problem or opportunity areas which are taking top priority. While they would apply to almost
any organization of that nature, the listener would no doubt feel that you have done some thinking about his
organization in particular. By reviewing the three areas briefly at the end of your statement, and then asking the

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Getting Hired When No One Is Hiring

question, you are setting the stage for Step 4.
Listen for the "Hot Button"
Your main task here is to listen. Listen with intense concentration so that you pick up any hints which may
be dropped as to how he feels about specific issues. By giving him a choice of three general areas, rather than just
restricting yourself to one, you will have safeguarded against the possibility that he will come back and say, "None
of them is of interest to me." If that did happen, you could reply with, "Oh. Perhaps I have made some mistaken
assumptions. Tell me, just what do you see as the priority areas which need to be addressed in this organization?"
Under normal circumstances, he will reply that all three are of interest, but that one or another area is
especially critical. This is where attentive listening comes in. Continuing the illustration, let us assume that you get
a reply such as:
"Each of them is an important area. It is interesting that you should mention product development. In my
opinion, that is where we need to make the biggest strides and we need to make them quickly. I am not at all happy
with the time it takes us to bring a product to market, and I'm downright mad about the cost of doing it!"
By listening, you have just found out that of the three areas you laid out for discussion, the second is his "hot
button" the nearest and dearest to his heart. This is where you should now direct your conversation.
Take Off with a Positive Comment
It is important that you do not come back immediately with a question. This would put you in too dominant
of a position, which he may resent. Your next step, therefore, is to make a positive statement which takes off from
the statement he just made.
If he ended his statement with a question, this would present no problem. Your positive statement in that case
would simply be your answer to the question. On the other hand, if he merely ended the statement with a sentence,
you will have to be ready to make a positive comment, taking off from what was just said, and that comment should
last at least 15 seconds.
This is critical because the exchange of ideas should be within the format of a pleasant conversation, not
simply in a question/answer format. In order to become adept at quickly phrasing take-off comments, you might
memorize the following roots from which you can develop comments:
1.
2.
3.
4.

IMPLICATION. An implication of what was said.

RELATED ISSUE. A related issue, problem or opportunity.
TREND. The fact that the subject is part of a larger industry trend.
COMPLIMENT. A compliment to the decision maker on the fact that he recognizes the problem at this
stage and is prepared to act on it.
5. AGREEMENT. Agreement that this is certainly an important subject.

Your take-off comment may involve just one of those roots, or it may combine some of them. Here is an
example of how it might be phrased in the context of the example:
"I'm not at all surprised that this is a top priority for you. As I see it, most of the organizations in the industry
have precisely the same problem, but of course many of them just don't realize it. It is fortunate that you do. The
implications of the problem are that there will have to be much tighter control over the entire development process,
and much greater direction given from the marketing and management functions. Otherwise, no real gains can be

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The Job Seekers Bible - How to Create Your Dream Job and Get It
made. I know from my own experience just how much is at stake, and how much can be accomplished, once the
proper talents are focused on the problem."
Having completed your take-off comment, you have maintained the format of a pleasant conversation and
you have begun to build rapport. That prepares you for the next step.
Probe with a Question to Develop the Subject
At this stage, you want to find out as much as possible about the subject under discussion. In fact, before you
begin to tell him about your past achievements in this area, there are certain things you want to know with respect to
how he views the entire subject. These include, but are not limited to:

Attitudes
Predispositions
Expectations
Degree of knowledge
Degree of progress made
Past attempts
Existing capabilities for handling the problem
Where the heart of the challenge lies

Depending upon the individual conversation and subject matter, your probing question will vary. A few
examples of what it could be in the illustration include:
"Tell me, have you had the opportunity to decide how you will address this problem?"
"Have there been any attempts in the past to solve the problem?"
"Have you formulated your thoughts yet on the best way to attack the problem?"
What you have done at this point is to ask a three- or four-part opening question, listen carefully, make an
appropriate take-off comment, and then ask a second question to develop the subject further. Now it is time to listen
again, and then to repeat the process.
Remember, if he ended his statement with a question, your positive comment would be your answer. That
makes little difference with regard to the overall pattern of the conversation. At the end of your answer, as at the end
of the positive comment, there should be a probing question.
Step 7 - Repeat the Process: Listen-Comment-Question
In order for you to get the full picture with respect to how he views the situation, it would normally take 5
to 10 minutes of conversation. The method you should follow is to repeat the process--listen carefully, make a
positive take-off comment, then ask another probing question.
When you feel you have gained sufficient information with respect to the categories mentioned earlier, you
will want to go on to the next step, which is to let him know that you have the experience and strengths which will
enable you to meet the challenge of that opportunity or problem successfully.
It is important that you do not go to that step prematurely. For instance, you may have solved the problem
in the past using outside consultants to help you. Before you let him know how you did it, you had better find out
whether or not he has a strong bias toward never using outside consultants. If that were the case, regardless of
whether you are correct, you will have hit a sore spot and he will not be listening from that point on.

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Getting Hired When No One Is Hiring

Step 8 - Let Them Know You Have What It Takes
When you reach that point in the conversation where you believe you have sufficiently developed the subject,
it is time for you to let him know that you have the experience and strengths required. The best way to do this is by
relating a PAR story which demonstrates how you solved the problem in the past, or how you used the required
strengths in the past. Your story should follow the PAR format. This is treated in greater detail in Chapter 22, "Two
Powerful Selling Tools PAR and STIF," on how to tell effective supporting stories.
Briefly, the story should tell how you faced a problem or situation which parallels his. Next, you should tell
what actions you took in order to improve or change things. Last, talk about the results achieved, and try to be
specific, wherever possible, in terms of percentages, dollars or numbers. Your story will be most effective if you
make sure that you do the following before and after:
1. Draw a parallel between his situation and yours. ("If I'm hearing you correctly, what you need is a
product development effort which is closely guided and monitored at every step, with go/no-go decisions
and cost analyses performed as a matter of course at specific points in the development process. You
might be interested to know how I tackled a very similar situation last year.")
2. Find out whether he is interested in listening. ("If you have a moment, perhaps I could tell you about it.
Might I share it with you?")
3. Relate your PAR story.
4. Ask a feedback question. ("Is that the kind of approach which you think might have application here in
your situation?")
By drawing the parallel, you make certain that he understands why you are telling the story. By asking
whether he might be interested in listening to it, you gain an attentive audience. With your feedback question you
encourage him to reinforce your ability to perform. In effect, you are gaining his agreement that you can do the job.
Step 9 - Summarize and Make the Connector
You have just completed the process of identifying a need, and letting him know that you can fill it. Now,
you should make a statement which then directs the conversation to the other areas of potential need you mentioned
in your opening statement.
In our example, he was interested primarily in the second area, product development. There were two other
areas, however: market niches and sales support. It is to your advantage to go through the same process with these
as you did with product development. The statement to achieve this might go along these lines:
"For my part, I am quite happy that at least in one area where you have a distinct need, I have a background
that would enable me to make immediate contributions. But you know, product development was only one of the areas
I had mentioned at the outset. What about the other areas I touched on? Let's take sales support. Is that an area
where you feel you already have made quite a bit of progress, or is it another area where significant improvements
could be made?"
You have now directed the conversation to a second major area where you know you can contribute. By now
your discussion of the first area has built a good deal of rapport, and you may find him quite receptive to discussing
the other areas, even if at first he had been hesitant.

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The Job Seekers Bible - How to Create Your Dream Job and Get It
The principle, of course, is to repeat the same process--a directed conversation which follows the positive
comment-question-listen format. Using that process, you will again come to the point where you feel the subject is
sufficiently defined, and you will proceed to make your match-up.
When that is complete, again summarize and connect the conversation to the third point. You may find that,
as the enthusiasm of the conversation grows, he begins to introduce additional areas of need and opportunity.
Step 10 - Put It All Together
When you have finished discussing all of the areas in which you can contribute, you should now tie them
together, so that he clearly sees them as a cluster of need areas for which you can be assigned responsibility. When
you have done that, congratulations! You have just defined a job! Whether you get hired to do that job, however,
is still an open question. To make sure that you do get hired, proceed to the next step.
Step 11 - Propose a No-Charge Consulting Arrangement
Toward the end of the meeting, after you have summarized these areas of need, concern, or opportunity, you
might consider making an offer to conduct a study of them on a consulting basis at no charge. This should require
no more than a day or two of your time, during which you study material provided by him and, if possible, spend time
on location observing the existing operations. When you feel you have sufficient input, put together an executive
summary report which includes at least the following major categories:
*
*
*
*
*
*
*
*

Your understanding of the problems and opportunities covered by the study.

A brief description of your methodology in performing the study.
Your observations in each area.
Specific aspects identified which might be suitable for change or improvement.
Recommended action or studies to gain information which will permit action.
Results which you would hope to attain by taking such actions.
Advantages and disadvantages of any recommended actions.
Step-by-step plan of action.

Devote as much time as you need to make certain that the report is concise and hard hitting. Go over it
carefully and try to find fault with it. Rehearse your presentation of it and then proceed to the next step.
Step 12 - Present Your Findings
Do not mail your report. Request a personal meeting to review it in person. If appropriate, make up
additional charts for presentation. Make certain that at least an hour and a half are allowed for this meeting. Your
presentation might take anywhere from 30 minutes to an hour, followed by a give-and-take session.
Step 13 - Define Your Job
When your presentation is concluded, offer to create a complete task description for a consulting assignment,
or a job description for the position you believe you should fill in the organization. It should take into account any
reaction to your presentation, and should be completed within a few days of that presentation. Make sure that you
include a careful description of your responsibility, authority and the budgets required. Also, make certain that
reporting relationships are clear, and that expectations are drawn as concretely as possible.
Review this description person-to-person with the decision maker. Agree on a title and starting date, negotiate
an appropriate compensation package, and get started on your new job! By doing it this way, you will have a position

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Getting Hired When No One Is Hiring

which is tailor-made for you!
Summary: 13 Steps to Getting Hired Where There Is No Opening
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.

Contact Your Target Organizations

Follow Up by Phone
Define Specific Areas in Which You Can Help
Listen for the "Hot Button"
Take-off with a Positive Comment
Probe with a Question to Develop the Subject
Repeat the Process--Listen/Comment/Question
Let Them Know You Have What It Takes
Summarize and Make the Connector
Put It All Together
Propose a No-Charge Consulting Arrangement
Present Your Findings
Define Your Job

Ch. 24 Pg. 207

Chapter 25
Negotiating a Better Offer

Your objective has been to get the employer to make you an offer. If you have been successful up to this
point, you have an offer from the employer. Now it is time to negotiate for the best possible job at the best possible
compensation. This should always be done on a win-win basis, not win-lose or lose-win.
Negotiating Redefinition of a Job
Few people realize it, but the most important thing you can negotiate is not a dollar figure. Far more
important is the nature of the job itself. Once the responsibility and budget associated with a job have been
determined, then a given salary range will be indicated. If you can shape the job to your liking, then it is likely you
will have less difficulty in negotiating suitable compensation.
In order to fully appreciate the significance of negotiating the nature of the position, you must understand the
continually changing nature of any job. By definition, a job is a group of duties and responsibilities assigned to an
individual who is expected to achieve certain goals. In any active, progressive organization, those duties and
responsibilities will seldom stay exactly the same for any length of time. In fact, they may even change daily.
Just as we do not notice the daily changes in a growing child, neither do we recognize the evolution of a job.
However, when we look at a picture of a child at age ten, and then again at age twelve, we are usually surprised by
the dramatic changes. If you were to compare many jobs in a progressive organization to what they were just two
years ago, you would likewise see significant changes.
It is this factor of evolution which gives you the opportunity to negotiate redefinition of a job which might
not be quite to your liking. At any point in your discussions, you are free to suggest the addition or deletion of certain
responsibilities which may be associated with the job. After all, the job description is only one person's interpretation
of the appropriate responsibilities, at one point in time.
Examples of Situations where People Redefined Jobs
Negotiating to redefine the nature of a job is fairly commonplace today. Following are some examples that
will give you an idea of what can be accomplished:
The President of a $17 million electronics firm thought he needed three people at Manager level for
marketing, engineering and production. The candidate who was considered for the marketing position
convinced the President that he would be better off with one executive who had strong general
management capabilities. He could fill one of the primary functions himself and work directly with
existing personnel in the other functions. A new job was created which commanded a $40,000 base
salary, whereas the original position had a range between $25,000 and $28,000.
A general management executive was made an offer to run one organization for a conglomerate. He did
not discuss money. Instead, he continued to negotiate the level of responsibility. When the final offer was
made, his job included responsibility for five separate organizations. The compensation, which originally
carried a base salary of about $80,000, was worth $150,000 during the first year.

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Negotiating a Better Offer

A plastics organization ran an ad for a Plant Manager at $28,000. The candidate who was ultimately hired
convinced the President that the real need was for a VP of Operations, who could address a number of
other problems which the organization faced, similar to those he had experienced at another firm. He was
hired at a $40,000 base, with incentive compensation making the job worth more than $60,000.
A young woman with a degree in microbiology was originally considered for a Research Assistant post
which paid in the $15,000 range. Over a course of four interviews, she convinced the decision makers
that she was superior at writing and other administrative responsibilities, which she saw as logical
extensions of the basic job. She received an offer for a position with significantly larger responsibility
than originally defined, carrying with it a $23,000 starting salary.
Introducing the Subject of Redefining the Job
In many instances, the subject of redefining a job can be a very sensitive issue. Here are some suggestions
which should prove useful:
1. Start with a positive comment about the job and/or the organization.
2. Suggest that the organization might realize added benefit in slightly changing the nature of the job.
3. Offer to share your thoughts on some of the additions or deletions which might
help improve the job's effectiveness.
Following the above suggestions, your opening might go like this: "Tom, there is no doubt that whoever fills
this job is going to play a key role in helping the organization reach its objectives. In many ways, you have an ideal
opportunity for the right person to make valuable contributions in a short time. Based on the goals you stated, I
believe I could be of most help if the job included other key responsibilities as well. There are three or four specific
areas where my past experience could make a big difference. I would like to discuss them with you, with the idea that
some of them should be included as part of this position."
Of course, by the time you get to that stage, you would have had the opportunity to identify those precise
areas you would like to add. This presumes a good deal of homework on your part, with respect to an analysis of the
organization's needs and opportunities, matched to your skill areas. See Chapter 24, "Getting Hired When No One
Is Hiring ."
Negotiating Compensation
At any point in your conversations where money is discussed, you are negotiating. The purpose of these
negotiations is to arrive at a meeting of the minds...a mutual agreement...a win-win solution. Everybody should be
satisfied in getting what he wants.
There are a half-dozen common situations where most people fail to negotiate properly. In those few seconds
where they might have begun a successful negotiation, they either remained silent or blurted out a number. Had they
been prepared, they could have easily avoided these pitfalls, and in most cases, walked away with 10% to 25% more
than what they accepted. Incidentally, you should normally plan on negotiating a figure approximately 15% higher
than the one offered.
A Step-by-Step Method to Successful Negotiations
In negotiations, just as in initial interviews, there are some essential steps you must take to insure your
success. Identified are eight key steps that will help you negotiate for the best job and the best offer, with examples

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The Job Seekers Bible - How to Create Your Dream Job and Get It
of solutions for avoiding the common pitfalls. It will help if you rehearse, reading out loud or shaping each response
until you like what you hear.
The wording of the conversation suggested is by no means absolute. If you prefer other phrases, by all means
use them. The important thing is for you to feel comfortable with the response you use. You should be so thoroughly
prepared that you do not have to think about what you will say in those few crucial seconds of negotiations.
Step 4 - Elicit a Firm OFFER From the Employer
When you feel that the first four elements have been addressed sufficiently, it is time to bring the discussion
to a close. It is important that you understand the terms and conditions of employment, as well as any details that will
provide a basis for negotiation. Normally, the offer will be verbally stated by the employer in terms of an agreement
such as: "Well, Bill, that settles it then...thirty two thousand starting salary...complete benefits package you received
from personnel...your title will be Manager, Customer Relations...and you will start on the twenty first, two weeks
from Monday...."
There will be times when you will not be sure whether you in fact have an offer. It will be necessary, if you
have any doubts at all, to get the employer to make an affirmative decision. To elicit an offer, you might say
something like: "Well then, Dave, is the job mine if I want it?" "When would you like me to start?" "Would you like
me to start in two weeks, or would the first of the month be soon enough?" "So then, we agree on thirty two thousand
starting salary and the title of Manager, Customer Relations? What kinds of benefits accompany your offer?"
This approach should clarify what the offer consists of, as well as help to tie down any loose ends that may
be dangling. Now, you are ready to move on to step six.
Step 5 - Get it in WRITING
This is normally an easy but vital step. You should always get the offer in writing as a safety measure to
prevent any future misunderstanding. A short letter is perfectly acceptable. If an employer refuses to put the offer
in writing, then you should seriously consider turning it down. Their refusal is tantamount to a lack of commitment
which could leave you stranded without recourse. You should always get a favorable reaction to your legitimate
request by simply asking: "I'm flattered at your confidence in me, and excited about the company and the job.... How
long would it take your secretary to put it in writing, and drop it to me in the mail?"
The information you need in writing is simply what the offer consists of, any terms and conditions, if there
be any, and the benefits spelled out clearly. This will normally consist of the title, duties, responsibilities, authority,
base salary, commissions, bonuses, stock options, increases projected, evaluations, expectations, probation period,
etc. If it is all spelled out, there is less chance of misunderstanding or confusion as to what the offer and compensation
are. An additional interview (or interviews) may be needed to further discuss the offer, answer questions and resolve
any concerns or details.
It may be necessary for you to draft this yourself, however. If it becomes obvious that they are dragging their
feet, offer to draft it and get together for a review and agreement. In your draft, just simply state as best you can the
terms and conditions, etc. of employment.
Step 6 - NEGOTIATE for Maximum Salary, Perquisites, Benefits and Incentives
In a well-run job campaign, you are likely to receive offers which please you. However, no matter how
pleased you are, you are normally better advised not to say "yes" immediately. This is because in most instances,
employers rarely make an initial offer that is the maximum they will consider. You can usually negotiate for a higher

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base salary, perquisites, benefits and incentives. In fact, employers often expect to negotiate. Always remember to
negotiate the base first ... then perquisites ... then benefits ... then incentives.
They may have gone to a great deal of trouble meeting a great number of people before making an offer to
you. Chances are, they are willing to go another 10 to 15% if that is what it takes to get you on board ... and make
you happy. The danger, of course, is that you might give the impression that you would be a dissatisfied employee,
and that you are not really eager to join the organization. The solution is: Be enthusiastic about everything ... except
the base salary. This is an extremely important principle. Whenever you wish to bring out any negative, whether it
is about money, or the nature of the job, you will increase your bargaining position if you are first enthusiastic.
Having reassured the other party of your positivism and good intentions, you can then raise corresponding questions
without running the risk of their concluding that you are really not so interested after all.
Rehearse a 30-second statement in which you tell an employer how enthusiastic you are. (Do not rely on your
spontaneous ability to express enthusiasm for 30 seconds when you get the offer.) Also, remember when the actual
offer comes, you will probably complete an enthusiastic statement in 15 seconds. Any less than that is dangerous.
The employer may fail to appreciate your enthusiasm, and hear only the negative. Put together whatever words you
like, but make sure they fill the time. Here is one version that has worked for many:
"Phil, I can't tell you how pleased I am to have received this offer from you. As I have told you, to me this
job represents almost the ideal situation. The challenge is there ... the commitment of the organization to meet its
goals is there ... and my experience is precisely what is needed to make sure that things happen as they should.
"What I'm most excited about, though, is the fact that I will be working with the kind of people I feel
comfortable with. For my part, I felt a positive chemistry with all of the people I've met.
"Anyone would be proud to be part of your organization, and if ever there were a day when I could say that
I have made the most significant, single, positive career move in my life, this would have to be it. I feel Jane and I
should go out and celebrate!
"The only aspect of the whole thing that surprised me somewhat was the level of the starting salary. I had
thought you would come in just a little heavier. I WOULD BE EVEN MORE EXCITED IF YOU WOULD OFFER
ME AN ADDITIONAL $5,000. Can you see your way clear to another $5,000?"
THEN SHUT UP AND WAIT FOR A RESPONSE! It is extremely important that you not say anything else
at this point. You must wait for the next response from the employer. No matter how long the silence (which may
seem like hours), and no matter how great the pressure (which may cause you to perspire profusely), you must wait
for a response ... while maintaining your composure with a confident and enthusiastic smile. The employer should
come back with one of three possible responses:
1. Yes ...
2. No ...
3. Maybe ...
Step 7 - SELL Yourself by Increasing Your Value to the Bottom Line ... ROI
If the response is either of the two latter, you will need to do more selling. You should explain why you will
be worth the extra investment by INCREASING YOUR VALUE. You should only sell and negotiate on the basis
of your ability to positively impact the "bottom line" ... how you will pay for yourself by your contribution ... how
you will bring a handsome return on the investment (ROI) made in you. Never negotiate on the basis of personal
needs or wants ... that you have not received a promised raise ... that you have children now in college ... and the like.

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The Job Seekers Bible - How to Create Your Dream Job and Get It
Remember, you can impact the "bottom line" ... and give a return on investment in three ways:
1. Increase sales ...
2. Decrease expenses ...
3. Increase productivity ...
You will more likely be successful if you can sell yourself on the basis of convincing an employer that you
will prove to be a good return on investment. Use your PAR stories to help you be convincing and credible.
The $5,000 figure was used above simply as an example. Generally, you might consider naming a figure
which is 10 to 15% higher than the base salary offered. When the request is phrased this way, the chances are minimal
that the employer would withdraw the offer. When this technique has been used, it has consistently resulted either
in increased offers ... or in a willingness to review the compensation package in a short time. The key to your
effectiveness is in your ability to convey CONFIDENCE and ENTHUSIASM before you ask for more money.
If you are presently employed, during the initial stages of your campaign you should maintain firm salary
objectives. You will need to discipline yourself against letting people discourage you, but at the same time aim for
what you believe you are worth.
Obviously, if you are unemployed, or otherwise under immediate pressure to make a change, this will affect
the posture you take. You will not be in such a good position to be selective, because you do not have enough
leverage. For most people, the following guidelines should prove of some assistance:
1. Set optimistic goals for yourself and always sell "quality" rather than "low starting price." If you are
interested in change for financial reasons, you may be looking for at least a 20 percent increase in net
annual take-home pay. If you allow yourself to be talked into a 10 percent increase, you may only be
fooling yourself. This is particularly significant because there are people from $20,000 through $100,000
who have been getting increases with ease. Do not sell yourself short.
2. Before you do any negotiating, you should always make sure that the employer has made an offer ...
complete the sale before you try to close the deal. Remember that your first objective is to have an
employer make up his mind on hiring you. If he is not sure about you, premature financial discussions
may turn him off very quickly.
3. The finer art of negotiating requires some precise insight into the other person's alternatives, along with
a knack for phrasing your needs so that they seem very reasonable. You will have to communicate your
point of view, or the background to your thinking, before you get to the stage where you are pinned down
on a number. Make it easy for the employer to have some empathy with your situation.
4. During your discussions, you should focus on standard of living and short-term take-home pay ... as
opposed to gross annual income. Also, depending on how much you are presently earning, it may be
better to speak in terms of "percentages" ... instead of "thousands of dollars."
5. Regardless of how excited you may be when you receive an offer, you should never accept it on the spot.
Always ask for time to think it over. Then, if you want the job you should try to negotiate a better
financial package.
Any good organization will never withdraw an offer just because you think you are worth more. The worst
that could happen would be that they would hold firm on their original offer.

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Negotiating a Better Offer

Remember, if you are looking for the maximum, you must be absolutely enthused about everything but the
financial aspect. This means being completely outgoing in your excitement about the job ... about your future boss
... about the firm ... and about the future opportunity. In short, everything ... but the money. Make sure that they
know you would love to start immediately.
If you do not meet with any success in your negotiations, then you can always shift from negotiations
concerning the "present," and focus instead on "futures." For example, a review after six months, a better title, an
automatic increase after 12 months, etc. These are easy things for an employer to give.
Because of inflation, the whole area of salary negotiations has become more fluid. Many employers have
been forced to set aside their old guidelines in order to hire attractive candidates. Still, many people allow themselves
to be deceived by employers who talk about increases in gross annual dollars.
From a financial standpoint, what you must be concerned with are immediate and potential opportunities for
improving your standard of living. In line with this, before accepting an offer, you calculate just what an increase
means in terms of "added funds on a weekly basis." This generally puts things into a more meaningful perspective.
Evaluating And Accepting Offers
When you are looking for a new job opportunity, your most difficult decision may involve the evaluation of
"comparative offers." If you are young, or just starting out, the decision may be quite easy. My recommendation is
always to put future opportunity over starting salary. If you are an executive, there are very few "rules of thumb."
However, it does help to take the time to write the positives and negatives of comparative offers on paper. While it
is always convenient if the highest offer is also the position with the most growth potential, things rarely, if ever, seem
to work out that way.
In accepting a job offer, you should always accept it verbally, and then confirm your acceptance in writing.
The purpose of your letter will be to restate the terms under which you have agreed to work for the organization.
Hopefully, they will do the same.
General Guidelines For Salary Negotiations
The following information will give you a basic understanding of salary systems and provide guidelines,
principles and information which you will find helpful in negotiations. Study this material carefully, and read it over
again any time you are about to enter into negotiations.
Understanding Salary Systems
In major corporations, the salary for most jobs is usually flexible within a range. Even when a firm claims
that the salary is "open," you can be sure that the employer has an idea of what he is willing to pay to fill a position.
The exceptions to this would be with smaller firms, in top spots and in those cases where an employer wants
to hire you, and will be willing to create a new position in order to bring you aboard. Obviously, these situations will
present your best opportunity for negotiating something attractive.
The most common salary systems ordinarily have a range established which differs by half the amount of the
minimum salary. For example, an organization may have a job which can pay from $30,000 to $45,000. While they
may hope to hire an individual at the lowest figure possible, the usual procedure would be to allow the direct superior
to offer any amount between the minimum of $30,000 and the mid-point, i.e., $37,500.

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The Job Seekers Bible - How to Create Your Dream Job and Get It
As a general rule, the lower the amount at which an individual is hired, the higher the annual percentage
increase for which he is eligible. As an alternative, some organizations follow a policy which states that the lower
a person's salary (within the range), the more frequent the salary review. For example, the policy might state that if
an individual is between the minimum and the mid-point, he is eligible for an annual review. However, if he is
between the mid-point and the maximum, a review would be possible only on an 18-month basis.
Handling the Question "How Much Money are You Making?"
For the most part, you can treat this question just as you would, "How much are you looking for?" The
principle is the same: avoid giving a direct answer. The two examples given earlier would also be appropriate here.
Another response might be:
"I can appreciate why you might be concerned about that. You want to be sure that the range you have set
up would be sufficient to attract someone with my capabilities. From what I know of this organization, we have no
problem there. If the job is right, I believe we will work out something that is agreeable to both of us, and I fully
expect that I will fall within your normal ranges. With respect to the job itself .... " Start to bring the conversation
around to the requirements of the job, and its place in the overall effort.
This approach is simple, time-tested and effective. In most instances, you will find that you can proceed to
a discussion of the job and your talents before you return to the subject of money. By that time you will have sold
yourself effectively, so it would be appropriate to talk money. The primary problem in revealing your present
earnings comes about when an employer attempts to use present compensation as a basis for the salary offer. This
is a common problem.
Telling the Truth about Present Income
When it comes to financial matters in a job search, there can be little doubt that some people are very
imaginative fabricators. However, before you exaggerate your present earnings, you should be aware that it is quite
easy for an organization to verify your real income.
In actual practice, most firms will not seek a verification of present salary, and if you do claim higher
earnings, you probably will survive. Nevertheless, if anyone in a given firm has reason to suspect your claim, they
have a number of avenues open to them. Some of these are as follows:
1. They may ask to see a payroll stub from your present employer.
2. They may ask to see a copy of your last tax statement, or your W-2 form.
3. They may attempt to make a verification (after you have been hired) with your former supervisor and/or
personnel department.
4. They may rely on an outside agency for an investigation of your background and earnings. (It's easy to
perform an accurate check on any earnings claim.)
If you have a low salary and feel you must exaggerate to be considered, be sure to hedge in terms of an
expected bonus or increase in salary. In other words, state your present salary as it is, but if you have a remote chance
of shortly receiving a raise or bonus, be sure to make that level of earnings the basis for your negotiations.
What to Do When Present Compensation is a Basis for a Salary Offer
Ideally, any offer should be based on the value of the position to the organization, but in reality most
employers will attempt to buy talent at the lowest possible price, and will justify their offer by comparing it to your
present compensation. This can present a significant problem if you have been underpaid in the past, or if you have

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Negotiating a Better Offer

developed talents which now enable you to perform at a significantly higher compensation level.
In such cases, the principle to follow is that of introducing other criteria on which to base the offer. These
can include the importance of the job itself ... what you would have made with a raise had you elected to stay where
you were ... the total package compensation you had ... ranges others have mentioned when considering you ... or any
other relevant matter. Your comment might go like this:
"I can understand that you would consider your offer to be a fair increase over my past compensation. But
I think I should explain that the very reason I am here is because my contributions had far outweighed my
compensation. I knew that the type of job I could handle, one such as you are offering, commanded a higher salary.
Please remember, too, that my total compensation package was [20 percent more than base figure]. Had I remained,
I would have been due for a raise, which would have increased it another 10 percent. As a matter of fact, I have also
talked to other people in the course of this job search, and when money has been mentioned, it has been more in the
range of [name a range which is acceptable to you]."
Conclude your remarks with a request for the employer to reconsider the offer, based more on the value of
the job itself, rather than past compensation. Reaffirm your interest and enthusiasm for the opportunity, the
organization and the people you have met.
Items For Possible Negotiation
There are many forms of compensation other than base salary. They vary by industry, occupational specialty
and even with economic environment. Corporate perks, more properly known as perquisites, frequently include a
range of benefits which may or may not offer meaningful value to you. Listed below are certain major items which
may be open to negotiation:
Base salary
Bonus
Expense accounts
Life insurance
Vacations
Stock options
Annual physical exam
Athletic club membership
Pension plan
Executive dining room privileges
Professional outplacement
Insurance benefits after termination
CPA and tax assistance
Short-term loans
Company purchase of your home
Consumer product discounts

Sales commissions
Profit sharing
Medical insurance
A.D.& D. insurance
Company car or gas allowance
Country club membership
Luncheon club membership
Disability pay
Legal assistance
Financial planning assistance
Consulting fees after termination
Overseas travel
Matching investment program
Mortgage funds
Deferred compensation
Severance pay

Reimbursement of:
Moving expense
Real estate brokerage
Trips to look for a home
Shipping of boats and pets

Mortgage prepayment penalty

Closing costs
Lodging fees while between homes
Installation of appliances, drapes, carpets

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The Job Seekers Bible - How to Create Your Dream Job and Get It
Contracts And Termination Agreements
It is very difficult to generalize about employment contracts. In recent years, many organizations have been
more forceful in taking a stand against them. Their reasons for doing so are quite simple. Contracts usually guarantee
employees a certain compensation for a prescribed length of time as long as they work "to the best of their abilities
in normal business hours." Employers are guaranteed little, and the individual can usually easily break a contract.
On the other hand, corporations are usually forced into financial settlement if they choose to dismiss an
executive under contract. When arguments over broken contracts cannot be resolved, the courts most frequently rule
in favor of the individual.
Despite corporate policies against contracts, it is difficult to conceive of any firm which would be willing to
lose a sought-after executive simply to maintain its policy. A contract is just one additional element in the total
negotiable package, as are any matters relating to salary, bonuses, stock option participation, etc.
If you can arrange it, a contract will usually be to your advantage. While you can always be dropped, a
contract can provide you a measure of financial security, and a certain degree of independence from corporate politics.
In many cases, the mere possession of a contract may be the most significant status symbol that exists in a
firm. For senior executives, a contract usually has a higher priority than amount of salary. This is especially true if
a corporation is likely to experience turnover in top management, or if a firm is occasionally the subject of merger
or acquisition discussions.
As a general rule, anyone above $50,000 should never be reluctant to ask for a contract. A request, as
opposed to a demand, will never result in a revoked job offer, and again there is always a chance that they may
comply with your request. Do not be deterred by the fact that you have heard that the firm does not give contracts.
There is always a first time for everything, and as previously mentioned, if a firm really wants you, a contract request
will not stand in its way.
This is not meant to imply that the contract will be won easily. You should be aware that your first request
may result in a number of negatively phrased routine comments. The most common ploy is to hint that your request
reflects a lack of confidence in the firm, their management, or in your own ability. They may also ask you if you are
the kind of executive who values security more than opportunity. You should anticipate comments such as:
"Your contract request makes me wonder if you have the self-confidence and entrepreneurial qualities you've
indicated. We're also very concerned about your trust in us. If your relationship is going to be as successful as we
all plan, I think it should begin on a note of mutual trust and integrity."
As long as you anticipate them, these types of questions should be easy to handle. There is usually only one
major disadvantage that goes along with most contracts. If you request one, your employer may insist on inserting
a protective clause which would limit your ability to take future employment with a competitor. The insertion of such
a clause is often requested as a show of good faith, and is quite hard to refuse without creating a serious doubt in the
mind of your new employer.
If you are at an executive level, there are certain organizations with whom you must be very firm in your
request for a contract. These would include: organizations in financial trouble; firms that are merger or acquisition
candidates, or those which have just been merged or acquired; family-controlled and private organizations; and
organizations where one individual personally dominates the environment.
In these unstable situations, you might consider seeking a three-year contract that covers your minimum

Ch. 25 Pg. 216

Negotiating a Better Offer

compensation, and that also has provisions for such things as bonuses, deferred compensation, moving expenses,
annual renegotiation upwards and profit sharing.
You may also be able to negotiate life insurance, release with compensation in case of merger, salary benefits
to your family in case of death, special reimbursements for foreign service and consulting fees in the event of
termination after the end of the contract period. In any event, do not treat contract terms lightly, and be sure to review
all the fine print with a competent lawyer.
In recent years there has been a considerable growth in the use of "termination agreements." In most cases,
these are substitutes for employment contracts. Termination agreements are usually in the form of a short letter in
which an employer agrees to an irrevocable severance compensation. The idea of these agreements is sound; they
can be devised to adequately serve the needs of most executive job candidates.
In some industries, these agreements have already become quite common at salary levels of about $60,000.
However, there are also a number of instances where people earning $40,000 have been successful in negotiating
termination agreements. In most cases, they provide for a minimum severance compensation of six months salary,
along with relocation and outplacement assistance, and a six-month extension of all insurance benefits.
Any agreement that you accept should explicitly cover any and all situations under which an employer may
choose to terminate your services.
Summary: Eight Steps to Successful Negotiations
1.
2.
3.
4.
5.
6.
7.
8.

AVOID - Avoid premature discussions of money

INDUCE - Induce the employer to name a figure first
RANGE - If you are pressed strongly, give a range
FEEDBACK- Get feedback
OFFER - Elicit a firm offer from the employer
WRITING - Get it in writing
NEGOTIATE - Negotiate for maximum salary, perquisites and benefits
SELL - Sell yourself on increased value to the bottom line

In order to help you remember this important formula for successful negotiations, here is an acronym:
AIRFOWNS.

Ch. 25 Pg. 217

Chapter 26
The Support Group For Spouses And Significant Others

Job Hunting Is Tough!

Looking for a job has become increasingly difficult due to the increased competition in the ever changing,
evolutionary economy and job market. Consequently, it is one of the most stressful and lonesome activities in which
human beings engage. The level of rejection can be overwhelming. This is why so many otherwise capable job
seekers become unduly emotional, and lose their objectivity, confidence and enthusiasm. Consequently, job seekers
need all the help, support, and encouragement they can get.
The purpose of this chapter is to help you the spouse or significant other better understand the job search
process, and your role ... how you can be of help to "your" job seeker.
Three Stages of Job Hunting
Most job seekers believe that the job of finding a job is more difficult than doing the work of the job! Perhaps
your job seeker has not had to look for a job in years. My experience in working with thousands of clients indicates
that the search for a new job typically has three stages:
Stage One - Confidence
In the first stage, they are usually confident and optimistic, because they believe they can accomplish
anything. They write their resume, usually one or two pages, based on others they have seen in the past. They seek
the advice and support of friends who consider themselves knowledgeable on the job search. They contact friends
in business and several potential employers. And they pore over the want ads and contact some recruiters. However,
want ads and recruiters account for only about twenty percent of the job opportunities. The remaining eighty percent
make up what is referred to as the unadvertised job market.
At this point, they have made thirty to fifty contacts, and have probably even considered starting their own
business ... or doing some consulting work. They feel well organized, on top of things, in control, and confident that
the search is moving forward. Thus, they begin by doing what they know how to do. That makes sense. There is
nothing wrong with these techniques ... except that they alone do not get the best results!
Stage Two - Frustration
After one or two months, they move into the frustration stage. Interviews are fewer and farther between. The
ones they do get are a lot tougher than they thought they might be. Maybe they did not come off as well as they might
have expected. Or they got caught "flat-footed" at some of the more probing questions such as: "Why did you get
terminated?" "How long have you been unemployed?" "Why are you in the job market?" "What kind of job are you
looking for?" "Why should we hire you as opposed to someone else?" "What are your salary needs?"
They might have had a few offers, but they were below their salary expectations, or involved undesirable
relocation. Their attitude deteriorates at the same rate as their job-hunting activities. By now, friends have stopped
calling regularly, and negative feelings such as hostility, anxiety, depression and loneliness are beginning to set in.

Ch. 26 Pg. 218

The Support Group For Spouses And Significant Others

This stage of frustration normally lasts for one or two months.
Stage Three - Doubt
Then they move into the third stage called doubt. In contrast to stage one, where they believed anything was
possible, now they doubt that anything is possible. They are probably ready to settle for what they can get, even if
it means a lesser position. If they are unemployed, they may be considering a part-time or intermediate job to improve
cash flow. They may even be considering selling the car, or home, because they really are desperate.
They have fallen victim to the job seeker's myth. They were probably told, and likely believed, that a college
degree, experience and good career progression were all that were needed for a successful job campaign. But that
is simply not true. Education and experience alone will not get them a job. They will only get hired for what they
are able to do their confidence in their ability to contribute ... and their enthusiasm for the job and company not
for their experience and education. During this stage, most job seekers feel lonesome . .. really l o n e s o m e.
Time Frame, Logistics And Quotas
For maximum exposure and activity, job seekers should make 100 contacts for each $10K of annual income,
at the rate of 100 contacts per month. For example, if they are seeking $50,000, their objective would be to make 500
contacts over a 5-month time period. Additionally, they should schedule their time, effort, priorities, and contacts
as follows: 20% ads and recruiters; 40% networking; and 40% direct employer contact. Using the previous example,
ads and recruiter contacts would equal 100, and networking and direct employer contacts would equal 200 each.
Please Be Proactive And Generous in Your Encouragement And Support
Please be proactive and very generous in your encouragement and support of your job seeker. You are more
important to his/her success than you can possibly realize. Imagine how you would feel if your spouse, or significant
other, said the following words of encouragement and support to you. How would you feel? Several job seekers have
indicated that it would make all the difference! Just imagine the power of it all. You would be empowering him/her
to be more successful. My personal guarantee: if you will say the following frequently, and with sincerity, that he/she
will be much more successful. And, you will personally reap rewards that you would never have imagined!
"(John/Mary), I want you to know that you've been on my mind a lot lately. And, I want you to know that I
really do love you ... I really care about you ... I believe in you ... and I'm behind you all the way. I support you in
your efforts ... and I know that you can do anything you set your mind and heart to do. How can I help you today?"

Ch. 26 Pg. 219

PART V
APPENDICES

Appendix A
Personal Data

The Job Seekers Bible - How to Create Your Dream Job and Get It

Career Liabilities
Listed below are common factors which can eliminate you from employment consideration. Please check
only those items which potential employers might negatively attribute to you in view of your objectives. For
example, if you were seeking to become a University President, but did not have post-graduate degrees, potential
employers might view you as a candidate with insufficient education. Please be completely forthright. We need
to understand the way you view your position, in order to minimize or compensate for any potential negatives.
Lack of well-defined goals/objectives
Don't have enough work experience
Experience is limited to 1 industry
Experience is limited to 1 company
Experience is in other industries
Experience is in other disciplines
Have a record of too many jobs
Made lateral job shifts
Present earnings are relatively low
Presently unemployed
Work history has employment gaps
In a semi-remote location
Not fluent in enough languages
Have insufficient formal education
Education is unrelated
Have uncertain job references
Were terminated from previous job(s)
May be considered too young
May be considered too old
Haven't traveled enough overseas
Haven't traveled enough in the US
Academic record was mediocre
Didn't hold many jobs in college
Had few activities in college
Need more experience in large firms

Need more experience In small firms

Haven't shown much leadership
Have made slow financial progress
Don't have many major accomplishments
Career has peaked out
Haven't been frequently promoted
Too much of a specialist
Too much of a generalist
Have been in your job too long
Previous earnings were too high
Don't know the geographical area
Need more line experience
Need more staff experience
Need more supervisory experience
Need more budgetary experience
Need more creative experience
Need more analytical experience
Need more writing experience
Need more speaking experience
Need more management experience
Need more general management experience
Need more top management experience
Need more civic participation
Haven't published enough
Aren't well enough known

App. A Pg. 222

Personal Data
References
List below those most credible and enthusiastic individuals who can give evidence of your qualifications.
Indicate your association or relationship if it is not obvious. Employers will want to know why you are using
them as a reference. Be sure and call them before you use them.
1.

Name, Title
Organization
Industry
Address
City, State, Zip
Phone Number
E-mail address
Association

2.

Name, Title
Organization
Industry
Address
City, State, Zip
Phone Number
E-mail address
Association

3.

Name, Title
Organization
Industry
Address
City, State, Zip
Phone Number
E-mail address
Association

4.

Name, Title
Organization
Industry
Address
City, State, Zip
Phone Number
E-mail address
Association

App. A Pg. 223

The Job Seekers Bible - How to Create Your Dream Job and Get It

Employment Record
List each position with every employer. Show current/most recent employer first.
Employment dates:

Employer:
Products/services:
Your title(s):
Duties:
Job level:
# people managed:
Budget:
Title of boss:
Division profits/sales:
Parent profits/sales:
# branches/employees:
Compensation:
Reason for leaving:

App. A Pg. 224

Appendix B
Functional Skills Identification Menu

The Job Seekers Bible - How to Create Your Dream Job and Get It

Functional Skills Identification Menu

Identify Functional Skills
1. This exercise should prove helpful if you are changing careers, or between entry level and middle management.
It will help define your core functional areas of interest and competency, if the previous inventory using the
functional organization chart proved a challenge. The following pages provide a comprehensive listing of
functional skills. Please review the list of the functional skill areas in which you gain enjoyment, satisfaction and
fulfillment, and have expertise. They should be selected based on your enthusiasm for, and your confidence in,
each respective functional skills area. In considering your several interests and passions, what are your core
functional interests, that would give you the greatest satisfaction and fulfillment, and for which you would have
the greatest enthusiasm, over the longest period of time? In considering your abilities, skills, expertise and
knowledge, what are your core functional competencies, that would allow you to make the greatest contribution
to an employer, in which you have the greatest confidence, over the longest period of time?
2. Using the following list of functional skills, please circle each primary functional skill confidence and enthusiasm
= 9-10). Then, underline each secondary functional skill (confidence and enthusiasm = 8). Finally, list all primary
and secondary functional skills on the lines below.
3.

Primary Functional Skills

Primary Functional Skills

(1)

(11)

(2)

(12)

(3)

(13)

(4)

(14)

(5)

(15)

(6)

(16)

(7)

(17)

(8)

(18)

(9)

(19)

(10)

(20)

App. B Pg. 226

Functional Skills Identification Menu

4.

Secondary Functional Skills

Secondary Functional Skills

(1)

(11)

(2)

(12)

(3)

(13)

(4)

(14)

(5)

(15)

(6)

(16)

(7)

(17)

(8)

(18)

(9)

(19)

(10)

(20)

Abstracting/Conceptualizing
parts of a system into a whole
non-observable physical phenomena
new spatial relationships
Accounting
taxes
audits
bookkeeping
setting up manual systems
setting up automated systems
general ledger
accounts receivable
accounts payable
payroll
Administering
a department of people, programs
a specific activity, such as a test
Advertising
agency
industry
print
TV
Radio
Advising
giving expert/professional counsel, advice
in an educational system
on business matters

on personal matters
those who seek your opinion
Advocating
represent and support the goals of an organization or
cause
Analyzing
quantitative data, statistical data
qualitative data
financial data
computer systems
physical or scientific data
human/social situations
trends, patterns
Anticipating
staying one step ahead of public moods
being able to sense what will be fashionable
expecting a problem before it develops
seeing first sign
Appraising
evaluating programs or services
judging the value of property
evaluating performance of individuals
Arranging
social functions, events
meetings between specific people
flowers, furnishings, etc.

App. B Pg. 227

The Job Seekers Bible - How to Create Your Dream Job and Get It

Assembling
technical apparatus or equipment
items of information into coherent whole

money or services from people who owe items

from widely scattered sources
information, researching data

Auditing
assessing the financial status of an organization

Committee Work
attaining objectives through committees
creating and implementing committees

Authoring/Composing
create an original musical or literary work

Communications
one-on-one, group
public relations
newsletters
telecommunications print/media

Brainstorming
unrestrained generation of ideas or possibilities
Budgeting
outlining the cost of a project
assuring that money will not be spent that exceeds
available funds
using money efficiently, economically

Composing/Authoring
create an original musical or literary work

Building/Constructing
mechanical apparatus
physical objects, furniture, etc.
houses, roads or similar civil construction

Computing/Calculating
performing mathematical computations
assessing the risks of an activity that is contemplated

Business Development
marketing
customer relations
public relations
promotion
acquiring new accounts

Conceptualizing
form new or creative ideas, theories, or processes

Calculating/Computing
performing mathematical computations
assessing the risks of an activity that is contemplated
Categorizing
organizing information into classifications
Classifying
sorting information into categories
deciding on personnel placement
Coaching
guiding the activities of an athletic team
tutoring, in academic subjects or other
intensive one-on-one training
Collecting

Compiling
gathering numerical, statistical data
accumulating facts in a given topic area

Conflict Resolution/Arbitration
legal matters
civil matters
personal matters
Confronting
obtaining decisions from reluctant others
giving bad news to others
obtaining information from others who are unwilling to
disclose it
resolving personal conflicts with others
Constructing/Building
mechanical apparatus
physical objects, furniture, etc.
houses, roads or similar civil construction
Consulting
internal
external
individuals

App. B Pg. 228

Functional Skills Identification Menu

business
government
industry expert
functional expert
generalist
seminars/workshops

new ways of solving problems

inventing new apparatus, equipment
Credit/Collections
policies/procedures
analysis
granting loans/credit
collecting delinquent accounts

Contracting
real estate, construction
equipment, machinery
services
parts, supplies

Customer Support/Relations
retail
wholesale
manufacturing
services

Controlling
exercising financial control
crowd behavior
behavior of children
environmental control operations

Data Processing
programming
systems
analysis/integration
operations

Coordinating
numerous events involving different people
great quantities of information
activities in different physical locations
events in time sequence

Dealing w/Ambiguity/Unknown
making decisions based upon severely limited
information
making hypotheses about phenomena virtually unknown

Corresponding
answering inquiries by mail
initiating letters with others
soliciting business by direct mail

Dealing w/Pressure
risk toward self (physical or otherwise)
risks toward others
time pressure, deadlines for getting work done
complaints, abuse, etc. from others

Cost Reduction
labor
production, processing
raw materials
overhead
supplies

Deciding
on the use of money
the physical safety of others
about alternative courses of action
acting in a decisive manner

Counseling
helping people with personal/emotional concerns
helping people w/life development concerns, career,
finances, etc.
Craft Making
using manual dexterity and design skills to produce
creative objects or products
Creating
artistically (visual arts, performing arts)
new ideas for an organization

Delegating
distributing tasks to others
giving responsibility to team members
Demonstrating
products
equipment, machinery
processes
Designing
physical interiors of rooms

App. B Pg. 229

The Job Seekers Bible - How to Create Your Dream Job and Get It

exteriors of buildings
plans involving processing of information
Determine Policy
develop guidelines & strategies for carrying out a course
of action

Evaluating
an activity, project, program to determine its success
the performance of individuals
goals, objectives

Developing Mathematical Models

for scientific phenomena
for behavior phenomena
for economic or business phenomena

Examining
administering written tests
making a financial assessment
looking for physical/medical symptoms

Dispensing
information to the public
materials, equipment, medicines
Displaying
ideas in artistic form
pictures or products for public displays
products in store windows or shelves

Exhibiting
showing publicly or demonstrating

Distributing
products to people personally
marketing products effectively, making them available to
possible customers
Dramatizing
business/commercial ideas (advertising)
social concerns, problems
working behind the scenes for dramatic experience
Editing
newspaper, magazine pieces
book manuscripts, other manuscripts
Enduring
long hours of work
physical danger
people who are "difficult"
periods of being alone
physical hardship
mental or emotional duress
stressful situations
Entertaining
on an in-person basis, to audiences
via electronic media
giving parties, social events

Estimating
the likely costs of an operation
possibilities of future income
physical space accurately
current or future value

Explaining
justifying one's actions to others
making obscure ideas clear to others
Expressing Feelings
on a personal basis, to an individual
emoting powerfully to groups, audiences
Facilitating Groups
supporting or easing interaction for the purpose of
reaching an agreement or common goal
Financing
growth, expansion
start up
working capital
assets
equipment, machinery
real estate
Finding
information from obscure, varied sources
people who can be helpful to you or others
Food Preparation
plan, purchase, cook, and serve food or meals with
nutritional and aesthetic appeal
Foreseeing

App. B Pg. 230

Functional Skills Identification Menu

perceiving and anticipating future trends or possibilities

using materials at hand to fill an immediate need

Fund Raising
on a person-to-person basis, such as door-to-door
collecting for charity
from large foundations, organizations
for political candidates
through sale of products
through advertising methods
through debt instruments
through equity instruments

Influencing/Persuading
influencing others to your point of view
influencing others where money is involved
influencing others to take action
convincing others to adopt a belief, change an attitude

Group Facilitating
facilitating the positive interaction of group members
specific facilitation involving therapy
seminars/workshops

Inspecting
physical objects, to meet standards
people, to detect information
Instructing/Training
teaching or explaining specialized information to others
by demonstration, explanation or practice

Handling Complaints
from customers of retail stores
from stockholders of corporation
from citizens of government agencies
from parents of students
Handling Detail Work
doing small tasks within a short period of time
ensuring that small details are not left unattended
Hosting
providing hospitality
welcoming guests or strangers with warmth and
generosity
Hurrying
working at a fast pace
moving quickly from one place to another
Imagining
new ways of dealing with old problems
theoretical relationships
artistic ideas or perspectives
Implementing/Executing
business plan
marketing plan
project, program
idea, concept
Improvising
acting and preparing on the spur of the moment

Initiating
personal contacts with strangers
new ideas, ways of doing things, approaches

Interpreting
other languages
obscure phrases or passages in English
meaning associated with statistical data
Interviewing
applicants to an organization
obtaining information from others
Intuiting
relying on insight or hunches beyond the reach of the
senses or experience
looking for possibilities and relationships not based on
facts or experience
Invent
originate or devise a new product or process through
experimentation
Investigating/Researching
seeking information which individuals may attempt to
keep secret
seeking the underlying causes for a problem
Laboratory Work
setting up scientific equipment
obtaining results from controlled experiments
Leading/Guiding

App. B Pg. 231

The Job Seekers Bible - How to Create Your Dream Job and Get It

individuals
groups
departments
companies
industries
public opinion

use hands with skill and precision with objects, tools, and
machines, or create arts and crafts

Liaison
between individuals
between groups
between departments
between companies

Marketing
increasing market share
increasing market penetration
opening new markets
research, analysis
sales, promotion
strategic planning
pricing
packaging
positioning

Mapping
geographical, physical boundaries and space
putting sequences of events into graphic form

Listening
to extended conversation between others
to extended conversation from one person in order to
help
to recording devices, or other monotonous listening
situations
Locating
finding people who are missing
detecting missing information
identifying sources of help for others

Measuring
obtaining accurate scientific measurements
applying standards to evaluate data or performance
Mediating
resolving or settling differences by acting as an
intermediary between two or more conflicting parties

Maintaining/Repairing
real property
equipment, machinery
automobiles

Meeting the Public

receptionist, greeter, tour guide
public representative of an agency
selling products in a public place
dealing with public in a service capacity
marketing research
conducting surveys

Making Layouts
for printed media, newspapers, etc.
diagrams, charts, other symbols
Managing
responsible for the work of others
responsible for sales or operations activities of a territory
or office
responsible for processing of data
guiding the activities of a team
responsible for meeting the planned objectives of an
organization
materials, inventories
budgets
profit and loss
programs, projects

Memory Use
the power or process of recalling to mind facts, faces or
patterns from the past
Monitoring
following the progress of another person
observing progress on equipment or activity
Motivating
others for peak physical performance
others for psychological efforts, helping them to
overcome their inertia
peers or inferiors (leadership)

Manual Dexterity
Moving w/Dexterity

App. B Pg. 232

Functional Skills Identification Menu

agile, able to move athletically, w/speed and grace

able to use hands/fingers with speed and accuracy
Negotiating
financial, business contracts
between individuals or groups in conflict
responsibilities, relationships
being a peacemaker between parties
acting as a liaison between competing interests or
differing constituencies
Observing
small details in physical objects
small details in written materials
physical phenomena with great accuracy
behavior of human beings social/historical changes
Obtaining Information
from written sources, documents
from unwilling individuals

Planning
anticipating future needs of an organization
scheduling a sequence of events
arranging an itinerary for a trip
Politicking
generating support for one's ideas within an organization
generating support from another organization
influence policy within an organization
Presiding
meetings, committees
organizations
Predicting
physical phenomena
psychological/social events
results, the final outcome

Operating
scientific equipment
mechanical devices, vehicles, etc.
electronic equipment, computers

Preparing
scientific equipment or specimens
written materials for a presentation

Organizing
bringing people together for certain tasks
gathering information and arranging it in clear,
interpretable form
arranging political activity
rousing public to action
arranging objects in an orderly fashion
Outdoor Work
involvement with land and resources
involvement with animal life
testing oneself against physical challenge
conservation
collecting scientific data
recasting land for commercial use
Perform
the unique expression of an inner ideal into an artistic or
entertaining form as in singing, dancing, acting, or
playing an instrument
Persuading/Influencing
influencing others to your point of view

influencing others where money is involved

influencing others to take action, to help you
convincing others to adopt a belief, change an attitude

Printing
using mechanical printing equipment
printing letters carefully by hand
Problem Solving
personal affairs
financial
legal
mechanical
business
Processing
the orderly flow of electronic data
introducing an individual to the procedures of an
organization
identifying the human interaction taking place in a group
channeling information through a system
manufacturing a product
Producing Events
planning, arranging, and carrying out artistic displays or
theatrical events

App. B Pg. 233

The Job Seekers Bible - How to Create Your Dream Job and Get It

Programming
computer systems
computer software
developing and arranging events
Promoting
through written media
on a personal basis, one-to-one
Proposal Writing
for government funding
for revising in-house publications
for solicitation of business contracts
Protecting
protecting people from physical harm
protecting property from people
building protecting devices or equipment
Public Relations
lobbying
promotion
stockholder relations
media relations
public opinion
Purchasing
supplies
machinery, equipment
real estate
businesses
Questioning
obtaining evidence in legal situations
asking creative questions in fluid situations
Reading
large amounts of material
written materials with great care
numbers/symbols at great distance
illegible or very small writing
Record Keeping
orderly keeping of numerical data
records keeping log of sequential information
creating and maintaining files
clear and accurate financial records
orderly record of services rendered

Recording
numerical, quantitative data
scientific data, using instruments
electronic data equipment, computers
Recruiting
hiring people for an organization
acquiring students/clients for an institution
Rehabilitating
helping people to resume use of limbs
working with patients through non-physical media, such
as art, music, etc.
Remembering
large quantities of information for immediate recall
names, faces, places, etc.
long sequences of events or instructions
Repairing/Restoring
mechanical devices, equipment
furniture, doors, walls, etc.
Repeating
the same procedures many times
many attempts to obtain a difficult result
Representing
an employer to the public
an individual to an organization or official
acting as an agent or broker
Researching/Investigating
extracting information from library
obtaining information directly from people
obtaining information for physical data
pure research
applied research
Restoring/Repairing
mechanical devices, equipment
furniture, doors, walls, etc.
Reviewing
reassessing the effects of a program
reassessing the performance of an individual
evaluating a play, movie, etc.

App. B Pg. 234

Functional Skills Identification Menu

Revitalization
programs
neighborhoods
organizations committees

as in a concept or theory

Rewriting
technical language into popular
revising articles, manuscripts, scripts

Systems Analysis
computers
production processes
manual systems

Systematizing
data information, work flow

Scheduling
interviews, meetings
flights, travel
accommodations
milestones, production

Taking Care of Others

caring about and taking specific action to improve
attitude, health or welfare of others

Selling
tangible products
intangible products/services
ideas to others verbally
ideas to others in writing
products or services to consumers
products or services to business
government policies to public
business/private interests to government (lobbying)

Talking
for long periods of time, uninterrupted
able to sustain social chatter
Teaching/Training
in the school or college classroom
individuals to perform certain tasks (training)
tutoring individuals in certain subjects
conducting seminars, workshops
Timing
organizing time efficiently so that many tasks are
completed in finite time period
arranging an event so that it occurs precisely at the right
moment

Serving
providing a service to an individual
a product (e.g., food) to individuals
Setting Up
arranging for a demonstration of some physical
apparatus
getting people and things ready for a show, an exhibit, or
such
Speaking
publicly to an audience
individually to many people
on electronic media (radio, TV)
with clear diction

Tolerating
misbehavior, lack of follow-through, or mistakes of those
you supervise
lack of support for work you are doing
misunderstanding of work you are doing
anonymity, no public rewards or recognition for your
work
Training/Instructing
teaching or explaining specialized information to others
by demonstration, explanation or practice

Supervising
directly overseeing work of others
in white-collar setting
laborers, industrial workers
overseeing physical plant, building, etc.

Translating
expressing the words of one language in the words of
another
reducing sophisticated language to simpler terms

Synthesizing
combine separate parts or elements to form a new whole,

Treating

App. B Pg. 235

The Job Seekers Bible - How to Create Your Dream Job and Get It

physical ailments of humans, animals

mental, emotional problems or disorders
Troubleshooting
finding sources of difficulty in human relations
detecting sources of difficulty in physical apparatus
detecting sources of difficulty in a process/activity

Writing
copy writing for sales
creative writing (prose, poetry)
expository writing (essays)
technical, report
memo writing
for a popular audience (journalism)

Turnaround
troubled organizations
inactive/ineffective committees, activities
Updating
keeping a file of information up to date
completing historical record of a person
acquiring new information on an old topic
Using Instruments
of a scientific nature
of a medical nature
related to motion, transportation
Visualizing
forming mental pictures or images
receptive to an inner vision
Working w/Precision
on physical materials
with numerical data
in time and space situations calling for little error

App. B Pg. 236

Appendix C
Core Competencies And Interests

In considering your abilities, skills, expertise and knowledge, what are your core competencies, that would allow
you to make the greatest contribution to an employer, in which you have the greatest confidence, over the longest
period of time?

In considering your several interests and passions, what are your core interests, that would give you the greatest
satisfaction and fulfillment, and for which you would have the greatest enthusiasm, over the longest period of
time?

App. C Pg. 237

The Job Seekers Bible - How to Create Your Dream Job and Get It

Appendix D
Personality Types and Work Preferences

Holland Six Personality Types and Work Preferences

Research shows that work preferences are essentially expressions of personality. John L. Holland
developed the widely used theory that both people and their preferred work environments can be generally
classified into six types, which he labeled Realistic, Investigative, Artistic, Social, Enterprising and Conventional.
The Strong-Campbell Interest Inventory, published by Consulting Psychologists Press in Palo Alto, California,
assesses personality and interests based on these six types. A brief overview of the six personality types with
examples of corresponding work preferences is provided below. Included are additional descriptors to facilitate
your understanding of each type and category.
Realistic (Mechanical-Operative): Technical and Athletic
Personality type: These people are mechanically, technically or athletically inclined and prefer manual
labor, or working with their hands, machines, and/or tools to build, repair or grow things, often outdoors. They
enjoy physical activities and working on concrete problems.
Work preferences: Military, mechanic, engineer, police officer, fire fighter, professional athlete, the
building trades, manufacturing, fish and wildlife management or landscaping.
Investigative (Analytic-Scientific): Abstract Problem Solver
Personality type: Scientific types like to use their minds to solve abstract problems. They prefer to work
on their own researching, observing, investigating, analyzing, evaluating and solving problems of a business,
cultural, scientific or social nature that requires the use of ideas, words and symbols.
Work preferences: Data-related careers in academia, computer science, engineering, the sciences,
criminology, economics, journalism, medicine, psychology or research.
Artistic (Creative-Self Expressive): Ideas and Imagination
Personality type: Creative, artistic, innovative, and intuitive, these people like to use imagination with a
good degree of self-expression via physical or verbal means that results in the creation of art forms and literature
or innovation of products and services.
Work preferences: Idea-related careers such as creative or performing arts, music, drama, writing,
journalism, advertising, architecture, design engineering, painting, or product and service design and
development.
Social (Nurturing-Altruistic): People Helper

App. C Pg. 238

Personality type: Social types enjoy group activities, and helping, guiding, and giving service to others.
They prefer opportunities to be near or at the center of group endeavors and solving problems through discussions
with others or by encouraging relationships between people so as to inform, enlighten, help, serve, train, develop
or cure them. Good communicators with good interpersonal skills, they seek to improve the quality of life for
others and are cooperative, helpful, understanding and sociable.
Work preferences: Counseling, health care, education, training, social work, psychology or religion.
Enterprising (Venturous-Influential): People Influencer
Personality type: Enterprising people like to work with people by influencing, persuading, leading, or
managing them. They enjoy holding positions of leadership or power with recognition and like to help decide
important questions that affect others. They prefer working out ways for accomplishing and doing things by
convincing, directing or persuading others to attain organizational goals and/or economic gain.
Work preferences: Self-employment or people-related careers such as business management, public
administration, politics, law, marketing, merchandising, sales or consulting.
Conventional (Procedural-Systematic): Data and Detail
Personality type: People in this category do not prefer leadership roles but may be found working in large
organizations carrying out detailed instructions. They enjoy data-related activities that require attention to detail
and accuracy. They are structured, orderly, well-organized, self-controlled, and like to use verbal and numerical
skills to organize data and information according to prescribed plans and well-established procedures.
Work preferences: Data-related occupations such as in banking, finance, accounting, bookkeeping,
secretarial, data processing, computer programming, clerking or other administrative office practices.
Myers-Briggs Sixteen Personality Types and Work Preferences
Based on Carl Jung's psychological types, Isabel Briggs Myers and her mother Katheryn Briggs, devised
the Myers-Briggs Type Indicator, also published by Consulting Psychologists Press. It is a psychological
assessment tool for identifying sixteen different personality types, based on preferences. The four preference
scales that constitute the assessment are: Extraversion-Introversion; Sensing-INtuition; Thinking-Feeling; and
Judging-Perceptive. The sixteen personality types are represented by four letters the first letter of each
preference type (with the exception of intuition which uses "N" because "I" is already used by introversion).
Extraversion means a preference for the outer world of people and things. Introversion means a
preference for the inner world of ideas and concepts. Sensing means a preference for the tangible world of
experience with the five senses, facts, and detail. INtuition means a preference for the intangible world of
possibilities, relationships, and the big picture. Thinking means a preference for objective decisions based on
impersonal analysis, facts, and logic. Feeling means a preference for subjective decisions based on personal
values. Judging means a preference for being well planned, decided, and organized. Perceptive means a
preference for being spontaneous, flexible, and adaptable.
An understanding of personality types in general, and your own type in particular, can help you get better
focused in choosing a more appropriate career path. It can also help you deal with the problems and people in
your life. My personal observation and experience with thousands of clients, is that there is a correlation between
personality type, as reported by the Myers-Briggs, and appropriate "job function" and industry" suitability. The
sixteen personality type descriptions provide a number of ways for you to explore your own preferences and
personality type. Each of the Myers-Briggs 16 personality types is listed below, with its "descriptor," and
appropriate career related activities. The types are reported by the four letters that define the four preferences.

App. D Pg. 239

The Job Seekers Bible - How to Create Your Dream Job and Get It

ENFJ (Teacher)
Personality type: Likely to be the best teachers, instructors, and trainers of all types. Catalyst of the
growth process, with uncanny ability to bring out the best in others, to activate the differentiation, or unfolding
process in the learner. Can present a proposal or lead a group discussion with ease and tact. Charismatic leaders,
sociable, popular, sympathetic. Responsive and responsible. Feel real concern for what others think and want,
and try to handle things with due regard for other people's feelings. Responsive to praise and criticism. Altruistic
people lovers.
Work preferences: Teaching, instructing, training, communication director, dean of students, entertainer,
writer/journalist, housing director, artist, recreation director, program designers, recruiter, advertising account
executive, social worker, newscaster, public relations manager, non-profit director, politician, sales trainer, career
counselor, TV producer, psychologist, sales manager, librarian, personal counselor, executive (small business),
fundraiser, holistic health advisor, outplacement counselor, facilitator, clergy/ministry, college professor
(humanities), teacher (art/drama/English), human resource trainer, and personalized sales...sustained personal
contact.
ENFP (Counselor)
Personality type: Likely to be the most altruistic, hyperalert, and hypersensitive of all types. Unusually
skilled in handling people. Quick with a solution for any difficulty, and ready to help anyone with a problem.
Good problem solvers, especially people problems. Warmly enthusiastic, high-spirited, ingenious, imaginative.
Good at initiating meetings and conferences, but may not be good at details. Often rely on their ability to
improvise instead of preparing in advance. Can always find compelling reasons for whatever they want.
Dedicated to a cause or meaning in life. Able to do almost anything that interests them. Remarkable latitude for
career choices and succeed in many fields.
Work preferences: People jobs, teaching (liberal arts/special education), counseling, social work, sales
(intangibles/ideas/services), advertising, politics, screen and playwright, interpretive arts, character acting,
reporter/editor, musician/composer, psychologist, interior decorator, social scientist, housing director,
rehabilitation worker, preschool teacher, public relations specialist, marketing consultant, strategic planner/researcher, conference planner, pastoral counselor, speech pathologist, employee assistant specialist, human
resource development trainer, journalist, columnist, newscaster, copywriter, publicist, cartoonist, artist, clergy,
consultant, inventor, ombudsman.
ENTJ (Field Marshal)
Personality type: Likely to be the most intimidating and demanding of all types. Hearty, frank, decisive,
leaders in activities. Usually good in anything that requires reasoning and intelligent talk, such as public
speaking. Are well-informed and keep adding to their fund of knowledge. May sometimes be more positive and
confident than their experience in an area warrants. Itches to get hands on several armies so that he can marshal
his forces and conduct the war as it should be conducted. Has an eye to long-term strategies and their derivative
tactics, logistics, and consequences.
Work preferences: Must be in charge, line management versus staff. Executive, management consultant,
senior manager, economic analyst, office manager, mortgage broker, sales manager, administrator, credit
investigator, stock broker, personnel manager, business consultant, program designer, marketing manager,
management trainer, investment broker, educational consultant, attorney, personal financial planner, labor

App. D Pg. 240

Personality Types and Work Preferences

relations, judge, teacher (science/social studies), psychologist, employment development worker, engineer.
ENTP (Entrepreneur)
Personality type: Likely to be the most innovative and entrepreneurial of all types. Quick, ingenious,
good at many things. Stimulating company, alert and outspoken, argue for fun on either side of a question.
Resourceful in solving new and challenging problems, but may neglect routine assignments. Turn to one new
interest after another. Can always find logical reasons for whatever they want. Bent on replacing whatever tool,
operation, or enterprise with a better one iconoclastic. Exercises ingenuity in bettering things.
Work preferences: Entrepreneur, engineer, inventor, innovator, politician, strategic planner, investment
broker, political manager, real estate agent, computer analyst, political analyst, real estate developer, social
scientist, public relations specialist, design manager, management consultant, photographer, systems designer,
venture capitalist, literary agent, special projects developer, marketing researcher, journalist, advertising director,
restaurant/bar owner, actor.
ESFJ (Seller)
Personality type: Likely to be the most sociable of all types. Caring, nurturing, always doing something
nice for someone. Warm-hearted, talkative, popular, conscientious, born cooperators, active committee members.
Work best with plenty of encouragement and praise. Main interest is in things that directly and visibly affect
people's lives. Like a balloon filled with hydrogen, may not always be realistic and down to earth. Little interest
in abstract thinking or technical subjects.
Work preferences: Selling, persuading, providing value, host/hostess, service-oriented occupations, sales
management, teaching, preaching, supervision, coaching, administration, people-oriented, family physician,
medical secretary, nurse, medical/dental assistant, optometrist, dentist, speech pathologist, child care provider,
social worker, exercise physiologist,athletic coach, counselor, elementary school teacher, speech pathologist,
telemarketer, special education teacher, religious educator, personal banker, home economics teacher,
professional volunteer, office manager, community welfare worker, minister/priest/rabbi, receptionist, real estate
agent/broker, retail owner/operator, funeral home director, cosmetologist, public relations specialist, flight
attendant, customer service representative, bookkeeper, caterer, office machine operator, secretary/typist,
fundraiser.
ESFP (Entertainer)
Personality type: Likely to be the most generous of all types. Outgoing, easygoing, accepting, friendly,
fond of a good time. Free-wheeling, spontaneous, fun-loving, energetic, hankering to put on a show of some
kind. Yearns for bright lights, the party, the excitement of gatherings. The life of the party. Low tolerance for
anxiety. Know what's going on and join in eagerly. Find remembering facts easier than mastering theories. Are
best in situations that need sound common sense and practical ability with people as well as with things. Good at
working with people in crisis.
Work preferences: Active jobs, sports activities, making things, public relations, tangible sales, nursing,
performing arts, social work, teacher (pre and elementary), athletic coach, child care provider, veterinarian,
photographer, emergency room nurse, veterinary technician, musician, special events producer, dog obedience
trainer, promoter, performer (dance/comedian), film producer, fundraiser, travel agent/tour operator, retail
merchandiser, receptionist, real estate agent, labor relations mediator, secretary, flight attendant, waiter/waitress,
floral designer, host/hostess.

App. D Pg. 241

The Job Seekers Bible - How to Create Your Dream Job and Get It

ESTJ (Administrator)
Personality type: Likely to be the most responsible of all types. Practical realists, matter-of-fact, with a
natural head for business or mechanics. Not interested in subjects they see no use for, but can apply themselves
when necessary. Like to organize and run activities. Tend to run things well, especially if they remember to
consider other people's feelings and points of view when making their decisions. Most enjoyable and satisfying is
in preserving the establishment, keeping it healthy, steady, balanced, well insured. Like detail, rules, and
regulations. Very stable and loyal.
Work preferences: Administrator, executive, manager, supervisor, police officer/probation officer, funeral
director, cook, technical sales, military officer, security guard, teacher (trade/technical), insurance agent, auditor,
engineer (mechanical/applied), clinical technician, farmer, general contractor, computer analyst, pharmacist,
factory supervisor, construction worker, officer manager, bank officer/loan officer, project manager, purchasing
manager, data base manager, credit analyst, physician, stockbroker, dentist, judge.
ESTP (Promoter)
Personality type: Likely to be the most resourceful and action oriented of all types. Handle pressure and
stress well. Matter-of-fact, do not worry or hurry, enjoy whatever comes along. Tend to like mechanical things
and sports, with friends on the side. May be a bit blunt or insensitive. Adaptable, tolerant, generally conservative
in values. Dislike long explanations. Are best with real things that can be worked, handled, taken apart or put
back together. Wheeler-dealer, charismatic, charming, suave, urbane, humorous, witty, fantastically easy to
approach, venturesome, even reckless. Need excitement, risk seekers. To succeed, has to be, in the best sense of
the word, a con artist, because he must be able to get peoples' confidence (e.g., J.F. Kennedy, L.B. Johnson, T.
Roosevelt, F.D. Roosevelt).
Work preferences: Promoter, tangible sales, entrepreneur, international diplomat, conciliator, negotiator,
personal financial planner, police officer, paramedic, insurance sales person, fire fighter, detective, sportscaster,
paramedic, pilot, news reporter, investigator, banker, tour agent, stock broker, investor, athlete/coach, auditor,
fitness instructor/trainer, bartender, dancer, general contractor, craftsperson, artisan, auctioneer, construction
worker, real estate broker/agent.
INFJ (Author)
Personality type: Likely to be the most psychic, intuitive, and decisive of all types. A very intuitive
meaning-giver, wanting to help others find their soul and significance in the scheme of things. Succeed by
perseverance, originality and desire to do whatever is needed or wanted. Put their best efforts into their work.
Quietly forceful, conscientious, concerned for others. Respected for their firm principles. Likely to be honored
and followed for their clear convictions as to how best to serve the common good.
Work preferences: Composers music, mathematical systems, poems, plays, and novels doctor,
psychiatrist, psychologist, counselor, teacher, writing, ministry, therapist, public relations, director social services,
artist, EAP coordinator/counselor, librarian, job analyst, playwright, health care administrator, social scientist,
novelist, mediator/conflict-resolver, social worker, educational consultant, mental health worker, designer,
priest/clergy/monk/nun, human resource manager, consultant, religious worker, marketing (ideas/services),
director of religious education, organizational consultant.

App. D Pg. 242

Personality Types and Work Preferences

INFP (Quester)
Personality type: Likely to be the most idealistic and caring of all types. Full of enthusiasms and
loyalties, but seldom talk of these until they know you well. Hard to get to know. Care about learning, ideas,
language, and independent projects of their own. Apt to be on yearbook staff, perhaps as editor. Tend to
undertake too much, then somehow get it done. Friendly, but often too absorbed in what they are doing to be
sociable or notice much. Tend to be a crusader and/or monastic, in pursuit of an ideal cause, and tendency to take
life too seriously.
Work preferences: Oriented toward the professions and away from business. Ministry, missionary work,
psychiatry, psychology, entertainer, journalist, architect, researcher, social scientist, college professor
(humanities/arts), social worker, educational consultant, speech pathologist, religious educator, human resource
development worker, employee development specialist, artist, poet, novelist, actor, editor, musician, counselor.
INTJ (Scientist)
Personality type: Likely to be the most self-confident of all types. Excellent builder of systems and
applier of theoretical models. Have original minds and great drive, which they use only for their own purposes.
In fields that appeal to them, they have a fine power to organize a job and carry it through, with or without help.
Skeptical, critical, independent, determined, often stubborn. Must learn to yield less important points in order to
win the most important. Wishes to control nature. Rational, objective, methodical, loyal and stable.
Work preferences: Scientist, scientific researcher, development in physical sciences, curriculum building,
engineering, accounting, manager, astronomer, computer systems analyst, judge, computer, computer
programmer, news writer, news analyst, technician (electrical/electronic), psychologist, design engineer,
environmental planner, psychiatrist, administrator, university professor, neurologist, architect,
investment/business analyst, cardiologist, engineer, biomedical pharmacologist, writer/editor, attorney (litigator/commercial), inventor, artist, management consultant, strategic planner, designer.
INTP (Architect)
Personality type: Likely to be the most coherent and precise in thought and language of all types. Quiet,
reserved, impersonal. Especially enjoy theoretical or scientific subjects. Logical to the point of hair-splitting.
Interested mainly in ideas, with little liking for parties or small talk. Tend to have very sharply defined interests.
Designer of buildings, ideas (philosopher), number systems (mathematician), computer languages (programmer).
Abstract design is the forte of the architect.
Work preferences: Choose careers where some strong interest can be used and useful. Architect,
logistician, scientist, college professor, computer software designer, computer programmer, systems analyst,
research/development specialist, data base manager, strategic planner, new market/product designer, scientist,
chemist, biologist, physicist, neurologist, psychologist/psychoanalyst, financial analyst, economist, plastic
surgeon, archaeologist, lawyer, pharmacist, college professor, investigator, inventor, mathematician, historian,
creative writer, researcher, philosopher, entertainer/dancer, photographer, logician, musician, agent, artist.
ISFJ (Conservator)
Personality type: Likely to be the most loyal, and the least hedonistic, of all types. Quiet, friendly,
responsible and conscientious. Work devotedly to meet their obligations. Lend stability to any project or group.
Thorough, painstaking, accurate. May need time to master technical subjects, as their interests are not often

App. D Pg. 243

The Job Seekers Bible - How to Create Your Dream Job and Get It

technical. Patient with detail and routine. Considerate, concerned with how other people feel. Morally bound to
ensure the material and the legal welfare of others. Traditions and conservation of resources are highly valued.
Like routine.
Work preferences: Enjoys ministering, nurturing, nursing, helping kinds of activities, teaching,
secretarial/clerical, medical practice, librarian, middle management administrative jobs, family physician, dental
hygienist, medical technologist, physical therapist, dietician, medical equipment sales person, speech pathologist,
curator, health care administrator, guidance counselor, preschool/elementary teacher, personal counselor,
bookkeeper, religious educator, electrician, educational administrator, probation officer, inn keeper, retail sales,
fashion merchandiser, guard, personnel administrator, clerical supervisor, social worker, customer service
representative, interior decorator, computer operator.
ISFP (Artist)
Personality type: Likely to be the most unconditionally kind and sympathetic of all types. Exceptionally
sensitive to the pain and suffering of others. Retiring, quietly friendly, modest about their abilities. Shun
disagreements, do not force their opinions or values on others. Usually do not care to lead but are often loyal
followers. May be rather relaxed about assignments or getting things done, because they enjoy the present
moment, and do not want to spoil it by undue haste or exertion. Pursuit of two themes closeness to nature and
artistic activity places him/her at a distance from the utilitarian outlook. A pacifist, environmentalist, likely to
"let be" whoever and whatever.
Work preferences: Very inclined to fine arts, composer, painter, fashion designer, carpenter, jeweler,
tapestry worker, visiting nurse, gardener, interior designer, physical therapist, potter, landscape designer, massage
therapist, radiology technologist, dental hygienist, dancer, medical assistant, computer operator, chef, veterinary
assistant, surveyor, forester, animal groomer/trainer, botanist, geologist, cleaning service operator, police officer,
mechanic, crisis hotline operator, waiter/waitress, storekeeper, teacher, bookkeeper, legal secretary, clerical
supervisor, beautician, typist.
ISTJ (Trustee)
Personality type: Likely to be the most dependable of all types a strong desire to be trusted. Serious,
quiet, earn success by concentration and thoroughness. Practical, orderly, matter-of-fact, logical, realistic. See to
it that everything is well organized. Take responsibility. Make up their own minds as to what should be
accomplished and work toward it steadily, regardless of protests or distractions. Decisive in practical affairs, the
paragon of insurance, preparation, and consolidation.
Work preferences: Accounting, banking, securities broker, auditor, tax examiner, good supervisor of
library or business operations, high school teacher of business, home economics, physical education, physical
sciences, office manager, word processing specialist, military officer, efficiency expert/analyst, bank examiner,
IRS agent, insurance underwriter, estate planner, government employee, school principal, police officer/detective,
law researcher, administrator, corrections officer, legal secretary, electrician, technical writer, engineer, general
surgeon, mechanic, computer programmer, veterinarian, dentist, nursing administrator, lab technologist,
pharmacist, health care administrator.
ISTP (Artisan)
Personality type: Likely to be the most impulsive and action-oriented of all types. Cool onlookers, quiet,
reserved, observing and analyzing life with detached curiosity and unexpected flashes of original humor. Usually

App. D Pg. 244

Personality Types and Work Preferences

interested in impersonal principles, cause and effect, or how and why mechanical things work. Exert themselves
no more than they think necessary, because any waste of energy would be inefficient. Fearless, risk seeker,
adventurous, explorer, likes to take off for parts unknown on motorcycles, surfboards, airplanes, hang-gliders.
Not as interested in results/product of efforts, but rather the action and the process.
Work preferences: Mastery of tools of any kind from the microscopic drill to the supersonic jet police
officer, race car driver, pilot, intelligence agent, weapons operator, hunter, chiropractor, fire fighter, banker,
medical technician, computer programmer, office manager, dental hygienist, electrical engineer, economist,
purchasing agent, legal secretary, farmer, securities analyst, coach/trainer, mechanic, computer repair person,
commercial artist, carpenter, automotive products retailer, private detective, forest ranger.

App. D Pg. 245

Appendix E
Industry Options Menu

Industry Options Menu

Identify Your Target Industries

For your convenience, this information is repeated from Chapter 4, Getting Focused. All employer
organizations in our economy are classified into business or industry categorical niches, based on their type of activity
such as their product or service provided and who their vendors and customers are. These categories have several
layers of subcategories. This system is commonly known as the Standard Industry Classification (SIC) System, or
more currently the North American Industry Classification System (NAICS). A code number has been assigned to
every business organization delineating their primary business activities. For a complete listing and descriptions of
corresponding codes for both systems, see http://www.census.gov/epcd/www/naicstab.htm.
For your convenience, the following pages provide a comprehensive listing of each business/industry category
with the corresponding SIC Code. This menu is a comprehensive listing of the different kinds of possible employer
organizations. Highly specialized and miscellaneous categories are often indicated by the term "not elsewhere
classified" (nec).
Careful review of this menu of industry options will help you define your primary and secondary target
industries. They should be selected based on your confidence in your ability to contribute to, and your enthusiasm
for, each respective industry. On the pages that follow, please circle each primary industry (confidence and
enthusiasm = 9-10). Then, underline each secondary industry (confidence and enthusiasm = 7-8). Finally, list all
primary and secondary industries below with the corresponding SIC or NAICS code.
Primary Target Industries

Code

Primary Target Industries

(1)

(11)

(2)

(12)

(3)

(13)

(4)

(14)

(5)

(15)

(6)

(16)

(7)

(17)

(8)

(18)

(9)

(19)

(10)

(20)

App. E Pg. 247

Code

The Job Seekers Bible - How to Create Your Dream Job and Get It

Secondary Target Industries

Code

Secondary Target Industries Code

(1)

(11)

(2)

(12)

(3)

(13)

(4)

(14)

(5)

(15)

(6)

(16)

(7)

(17)

(8)

(18)

(9)

(19)

(10)

(20)

App. E Pg. 248

Industry Options Menu

Industry Options Menu

Agriculture, Forestry, Fishing
01 C E
Agricultural Production-Crops
0111
Wheat Farm
0112
Rice Farm
0115
Corn Farm
0116
Soybean Farm
0119
Cash Grains, nec
0131
Cotton Farm
0132
Tobacco Farm
0133
Sugarcane & Sugar Beet Farm
0134
Irish Potato Farm
0139
Field Crops, Except Cash Grains, nec
0161
Vegetable and Melon Farm
0171
Berry Crop Farm
0172
Grapes
0173
Tree Nuts
0174
Citrus Fruits
0175
Deciduous Tree Fruits
0179
Fruits & Tree Nuts, nec
0181
Grow Flowers/Nursery Products
0182
Food Crops Grown Under Cover
0191
General Farms
02 C E
0211
0212
0213
0214
0219
0241
0251
0252
0253
0254
0259
0271
0272
0273
0279
0291

Agricultural Production-Livestock
Beef Cattle Feedlots
Beef Cattle, Except Feedlots
Hogs
Sheep and Goats
General Livestock, exc dairy/poultry
Dairy Farms
Broiler, Fryer & Roaster Chickens
Chicken Eggs
Turkeys & Turkey Eggs
Poultry Hatcheries
Poultry & Eggs, nec
Fur-Bearing Animals & Rabbits
Horses & Other Equines
Animal Aquaculture
Animal Specialties, nec
Livestock and Animal Farms

07 C E
0711
0721
0722
0723
0724
0741
0742
0751
0752

Agricultural Services
Soil Preparation Svcs
Crop Planting and Cultivating
Crop Machine Harvesting Svcs
Crop Prep Svcs for Mkt
Cotton Ginning
Veterinary Svcs for Livestock
Veterinary Svcs for Animals
Livestock Svcs, Exc Vet
Animal Breeding/Boarding/Training

0761
0762
0781
0782
0783

Farm Labor Contractors

Farm Management Svcs
Landscape Svcs
Lawn & Garden Svcs
Ornamental Shrub & Tree Svcs

08 C E
0811
0831
0851

Forestry
Timber Tracts
Forest Nurseries and Products
Forestry Svcs

09 C E
0912
0913
0919
0921
0971

Fishing, Hunting & Trapping

Finfish
Shellfish
Misc Marine Products
Fish Hatcheries & Preserves
Hunting/Trapping/Game Propagation

Mining
10 C E
1011
1021
1031
1041
1044
1061
1081
1094
1099

Metal Mining
Iron Ore
Copper Ore
Lead and Zinc Ores
Gold Ores
Silver Ores
Ferroalloy Ores, Except Vanadium
Metal Mining Exploration & Dev
Uranium-Radium-Vanadium Ores
Misc Metal Ores, nec

12 C E
1221
1222
1231
1241

Coal Mining
Bit Coal & Lignite Surface Mining
Bituminous Coal Underground Mining
Anthracite Mining
Coal Mining Svcs, nec

13 C E
1311
1321
1381
1382
1389

Oil & Gas Extraction

Crude Petrol & Natural Gas Prdts
Natural Gas Liquids
Drilling Oil & Gas Wells
Oil & Gas Exploration Svcs
Oil & Gas Field Svcs, nec

14 C E
1411
1422
1423
1429
1442
1446
1455

Nonmetallic Minerals
Dimension Stone
Crushed & Broken Limestone
Crushed & Broken Granite
Crushed & Broken Stone, nec
Construction Sand and Gravel
Industrial Sand
Kaolin & Ball Clay

App. E Pg. 249

The Job Seekers Bible - How to Create Your Dream Job and Get It

1459
1474
1475
1479
1481
1499

Clay & Related Minerals, nec

Potash, Soda & Borate Minerals
Phosphate Rock
Chemical & Fertilizer Mining, nec
Nonmetallic Mineral Svcs
Misc. Nonmetallic Mineral Mining, nec

Construction
15 C E
General Building Contractors
1521
Single Family Housing Construction
1522
Hotel/Motel/Multi-Family Home Const
1531
Operative Builders
1541
Industrial Bldgs & Warehouses
1542
Nonresidential Construction, nec
16 C E
1611
1622
1623
1629

Heavy Construction
Highway & Street Construction
Bridge, Tunnel & Elevated Hwy
Water, Sewer & Utility Lines
Heavy Construction, nec

17 C E
1711
1721
1731
1741
1742
1743
1751
1752
1761
1771
1781
1791
1793
1794
1795
1796
1799

Special Trade Contractors

Plumbing, Heating, A/C
Painting & Paper Hanging
Electrical Work
Masonry & Other Stonework
Plastering, Drywall & Insulation Work
Terrazzo, Tile, Marble Mosaic
Carpentry Work
Floor Laying & Floor Work, nec
Roofing, Siding & Sheetmetal
Concrete Work
Water Well Drilling
Structural Steel Erection
Glass & Glazing Work
Excavation Work
Wrecking & Demolition Work
Installing Building Equip
Special Trade Contractors, nec

Manufacturing
20 C E
Food & Kindred Products
2011
Meat Packing Plants
2013
Sausages & Other Prepared Meats
2015
Poultry Slaughtering & Processing
2021
Creamery Butter
2022
Cheese, Natural & Processed
2023
Dry, Condensed, Evaporated Milk Prdts
2024
Ice Cream & Frozen Desserts
2026
Fluid Milk
2032
Canned Specialties
2033
Canned Fruits & Specialties
2034
Dehydrated Fruits, Vegetables, Soups

2035
2037
2038
2041
2042
2043
2044
2045
2046
2047
2048
2051
2052
2053
2061
2062
2063
2064
2066
2067
2068
2074
2075
2076
2077
2079
2082
2083
2084
2085
2086
2087
2091
2092
2095
2096
2097
2098
2099

Picked Fruits/Veg/Seasongs/Sauces Exc Tom

Frozen Fruits/Veg/Juices
Frozen Specialties, nec
Flour & Other Grain Mill Products
Cereal Breakfast Foods
Cereal Breakfast Foods, nec
Rice Milling
Prepared Flour Mixes & Doughs
Wet Corn Milling
Dog & Cat Food
Prepared Feeds, nec
Bread, Cake & Related Products
Cookies & Crackers
Frozen Bakery Products Except Breads
Raw Cane Sugar
Cane Sugar Refining
Beet Sugar
Candy & Other Confectionery Products
Chocolate & Cocoa Prdts
Chewing Gum
Salted & Roasted Nuts & Seeds
Cottonseed Oil Mills
Soybean Oil Mills
Vegetable Oil Mills, nec
Animal & Marine Fats & Oils
Margarine & Edible Fats & Oils
Malt Beverages
Malt
Wines, Brandy & Brandy Spirits
Distilled & Blended Liquors
Bottled & Canned Soft Drinks/Water
Flavoring Extracts & Syrups, nec
Canned & Cured Fish & Seafood
Fresh or Frozen Packaged Fish
Roasted Coffee
Potato/Corn Chips & Similar Snacks
Manufactured Ice
Macaroni & Spaghetti
Food Preparations, nec

21 C E
2111
2121
2131
2141

Tobacco Products
Cigarettes
Cigars
Chewing & Smoking Tobacco
Tobacco Stemming & Redrying

22 C E
2211
2221
2231
2241
2251
2252

Textile Mill Products

Broadwoven Fabric Mills, Cotton
Broadwoven Fabric Mills, Manmade
Broadwoven Fabric Mills, Wool
Narrow Fabric Mills
Women's Hosiery, Except Socks
Hosiery, nec

App. E Pg. 250

Industry Options Menu

2253
2254
2257
2258
2259
2261
2262
2269
2273
2281
2282
2284
2295
2296
2297
2298
2299

Knit Outerwear Mills

Knit Underwear Mills
Weft Knit Fabric Mills
Lace & Warp Knit Fabric Mills
Knitting Mills, nec
Finishing Plants, Cotton
Finishing Plants, Manmade
Finishing Plants, nec
Carpets & Rugs
Yarn Spinning Mills
Throwing & Winding Mills
Thread Mills
Coated Fabrics, Not Rubberized
Tire Cord & Fabrics
Nonwoven Fabrics
Cordage & Twine
Textile Goods, nec

23 C E
2311
2321
2322
2323
2325
2326
2329
2331
2335
2337
2339
2341
2342
2353
2361
2369
2371
2381
2384
2385
2386
2387
2389
2391
2392
2393
2394
2395
2396
2397
2399

Apparel & Other Textile Products

Men's & Boys Suits & Coats
Men's, Boys Shirts/Furnishings
Men's, Boys Underwear/Nightwear
Men's & Boys Neckwear
Men's & Boys Trousers & Slacks
Men's & Boys Work Clothing
Men's, Boys Clothing, nec
Women's & Misses Blouses & Shirts
Women's, Juniors & Misses Dresses
Women's & Misses Suits & Coats
Women's & Misses Outerwear, nec
Women's & Children's Underwear
Bras, Girdles & Allied Garments
Hats, Caps & Millinery
Girls & Children's Dresses, Blouses
Girls & Children's Outerwear, nec
Fur Goods
Fabric Dr & Work Gloves
Robes & Dressing Gowns
Waterproof Outerwear
Leather & Sheep-lined Clothing
Apparel Belts
Men's Misc Accessories
Curtains & Draperies
Household Furnishings, nec
Textile Bags
Canvas & Related Products
Decorative & Novelty Stitching, Trade
Automotive & Apparel Trimmings
Schiffli Machine Embroideries
Fabricated Textile Products, nec

24 C E
2411

Lumber & Wood Products, Exc Furniture

Logging

2421
2426
2429
2431
2434
2435
2436
2439
2441
2448
2449
2451
2452
2491
2493
2499

Sawmills & Planing Mills, General

Hardwood Dimension & Flooring Mills
Special Product Sawmills, nec
Millwork
Wood Kitchen Cabinets
Hardwood Veneer & Plywood
Softwood Veneer & Plywood
Structural Wood Members, nec
Nailed Wood Boxes & Shook
Wood Pallets & Skids
Wood Containers, nec
Mobile Homes
Prefabricated Wood Bldgs
Wood Preserving
Reconstituted Wood Prdts
Wood Products, nec

25 C E
2511
2512
2514
2515
2517
2519
2521
2522
2531
2541
2542
2591
2599

Furniture & Fixtures

Wood Household Furniture
Upholstered Wood Furniture
Metal Household Furn
Sleep Furniture/Mattresses/Bedsprings
Wood TV/Stereo/Sewing Cabinets
Household Furniture, nec
Wood Office Furniture
Office Furniture, Exc Wood
Public Building & Related Furniture
Wood Partitions & Fixtures
Partitions & Fixtures, Except Wood
Drapery Hardware & Blinds & Shades
Furniture & Fixtures, nec

26 C E
2611
2621
2631
2652
2653
2655
2656
2657
2671
2672
2673
2674
2675
2676
2677
2678
2679

Paper & Allied Products

Pulp Mills
Paper Mills
Paperboard Mills
Setup Paperboard Boxes
Corrugated & Solid Fiber Boxes
Fiber Cans, Drums & Similar Products
Sanitary Food Containers
Folding Paperboard Boxes
Paper, Coated & Laminated Packaging
Paper, Coated & Laminated, nec
Bags, Plastic, Laminated & Coated
Bags, Uncoated Paper & Multiwalled
Die-Cut Paper & Board
Sanitary Paper Products
Envelopes
Stationery Products
Converted Paper Prdts, nec

27 C E
2711

Printing & Publishing

Newspapers, Publishing & Printing

App. E Pg. 251

The Job Seekers Bible - How to Create Your Dream Job and Get It

2721
2731
2732
2741
2752
2754
2759
2761
2771
2782
2789
2791
2796

Periodicals, Publishing & Printing

Books, Publishing & Printing
Books, Printing & Binding
Misc Publishing
Commercial Printing, Lithographic
Commercial Printing, Gravure
Commercial Printing, nec
Manifold Business Forms
Greeting Cards
Blankbooks & Looseleaf Binders
Bookbinding & Related Work
Typesetting
Platemaking Svcs

28 C E
2812
2813
2816
2819
2821
2822
2823
2824
2833
2834
2835
2836
2841
2842
2843
2844
2851
2861
2865
2869
2873
2874
2875
2879
2891
2892
2893
2895
2899

Chemicals & Allied Products

Alkalies & Chlorine
Industrial Gases
Inorganic Pigments
Industrial Inorganic Chemicals, nec
Plastics Materials & Resins
Synthetic Rubber
Cellulosic Manmade Fibers
Noncellulosic Manmade Org Fibers
Medicinals & Botanicals
Pharmaceutical Preparations
In Vitro/Vivo Diagnostic Substances
Biological Products, Exc Diagnostic
Soap & Other Detergents
Cleaning Preparations & Related
Surface Active/Finish Agents
Cosmetic/Toiletry Preparations
Paints & Allied Products
Gum & Wood Chemicals
Cyclic Organic Crudes/Dyes
Industrial Organic Chemicals, nec
Nitrogenous Fertilizers
Phosphatic Fertilizers
Fertilizers, Mixing Only
Agricultural Chemicals, nec
Adhesives & Sealants
Explosives
Printing Ink
Carbon Black
Chemicals/Preparations nec

29 C E
2911
2951
2952
2992
2999

Petroleum and Coal Products

Petroleum Refining
Asphalt Paving Mixtures & Blocks
Asphalt Felts & Coatings
Lubricating Oils & Greases
Petroleum & Coal Products, nec

30

Rubber & Misc Plastics

C E

3011
3021
3952
3053
3061
3069
3081
3082
3083
3084
3085
3086
3087
3088
3089

Tires & Inner Tubes

Rubber & Plastics Footwear
Rubber & Plastics Hose & Belt
Gaskets/Packing & Sealing Devices
Mechanical Rubber Goods
Fabricated Rubber Products, nec
Plastics Film & Sheets
Plastics Profile Shapes
Laminated Plastics Plate & Sheet
Plastic Pipe
Plastic Bottles
Plastic Foam Products
Custom Compound Purchased Resins
Plastic Plumbing Fixtures
Plastic Products, nec

31 C E
3111
3131
3142
3143
3144
3149
3151
3161
3171
3172
3199

Leather & Leather Products

Leather Tanning & Finishing
Footwear Cut Stock/Findings
House Slippers
Men's Footwear, except Athletic
Women's Footwear, except Athletic
Footwear, except Rubber, nec
Leather Gloves & Mittens
Luggage
Women's Handbags & Purses
Personal Leather Goods, nec
Leather Goods, nec

32 C E
3211
3221
3229
3231
3241
3251
3253
3255
3259
3261
3262
3263
3264
3269
3271
3272
3273
3274
3275
3281
3291
3292
3295

Stone, Clay, Glass, Concrete Products

Flat Glass
Glass Containers
Pressed & Blown Glass, nec
Products of Purchased Glass
Cement, Hydraulic
Brick & Structural Clay Tile
Ceramic Wall & Floor Tile
Clay Refractories
Structural Clay Products, nec
Vitreous Plumbing Fixtures
Vitreous China Table & Kitchenware
Semivitreous Table & Kitchenware
Porcelain Electrical Supplies
Pottery Products, nec
Concrete Block & Brick
Concrete Products, nec
Ready-Mixed Concrete
Lime
Gypsum Products
Cut Stone & Stone Products
Abrasive Products
Asbestos Products
Minerals, Ground or Treated

App. E Pg. 252

Industry Options Menu

3296
3297
3299

Mineral Wool
Nonclay Refractories
Nonmetallic Mineral Products, nec

33 C E
3312
3313
3315
3316
3317
3321
3322
3324
3325
3331
3334
3339
3341
3351
3353
3354
3355
3356
3357
3363
3364
3365
3366
3369
3398
3399

Primary Metal Industries

Blast Furnaces & Steel Mills
Electrometallurgical Products
Steel Wire/Nails/Spikes & Related
Cold Finishing of Steel Shapes
Steel Pipe & Tubes
Gray & Ductile Iron Foundries
Malleable Iron Foundries
Steel Investment Foundries
Steel Foundries, nec
Primary Copper
Primary Aluminum
Primary Nonferrous Metals, nec
Secondary Nonferrous Metals
Copper Rolling & Drawing
Aluminum Sheet, Plate & Foil
Aluminum Extruded Products
Aluminum Rolling/Drawing, nec
Nonferr Rolling/Drawing exc Copper
Nonferrous Wiredrawing & Insulating
Aluminum Die-Castings
Nonferr Die-Castings Exc Aluminum
Aluminum Foundries
Copper Foundries
Nonferrous Foundries, nec
Metal Heat Treating
Primary Metal Products, nec

34 C E
3411
3412
3421
3423
3425
3429
3431
3432
3433
3441
3442
3443
3444
3446
3448
3449
3451
3452
3462
3463

Fabricated Metal Products

Metal Cans
Metal Shipping Barrels/Drums
Cutlery
Hand & Edge Tools, nec
Saw Blades & Handsaws
Hardware, nec
Enameled Iron/Metal Sanitary Ware
Plumbing Fixture Fittings & Trim
Heating Equipment, except Electrical
Fabricated Structural Metal
Metal Doors, Sash & Trim
Fabricated Plate Work (Boiler Shop)
Sheet Metalwork
Architectural Metalwork
Prefabricated Metal Bldgs/Compnts
Misc Structural Metalwork
Screw Machine Products
Bolts, Nuts, Screws, Rivets & Washers
Iron & Steel Forgings
Nonferrous Forgings

3465
3466
3469
3471
3479
3482
3483
3484
3489
3491
3492
3493
3494
3495
3496
3497
3498
3499

Automotive Stampings
Crowns & Closures
Metal Stampings, nec
Plating & Polishing
Metal Coating & Allied Svcs, nec
Small Arms Ammunition
Ammunition, except for Small Arms
Small Arms
Ordinance & Accessories, nec
Industrial Valves
Fluid Power Valves & Hose Fittings
Steel Springs, Except Wire
Valves & Pipe Fittings, nec
Wire Springs
Misc Fabricated Wire Products
Metal Foil & Leaf
Fabricated Pipe & Fittings
Fabricated Metal Products, nec

35 C E
3511
3519
3523
3524
3531
3532
3533
3534
3535
3536
3537
3541
3542
3543
3544
3545
3546
3547
3548
3549
3552
3553
3554
3555
3556
3559
3561
3562
3563
3564
3565
3566
3567

Industrial/Commercial Machinery/Equip
Turbines & Turbine Generator Sets
Internal Combustion Engines, nec
Farm Machinery & Equip
Lawn & Garden Equip
Construction Machinery
Mining Machinery
Oil & Gas Drilling Rigs & Equip
Elevators & Moving Stairways
Conveyors & Conveying Equip
Hoists, Cranes & Monorails
Industrial Trucks & Tractors
Machine Tools, Metal Cutting Type Equip
Machine Tools, Metal Forming Type Equip
Industrial Patterns
Special Dies, Tools, Jigs & Fixtures
Machine Tool Accessories
Power-Driven Handtools
Rolling Mill Machinery
Welding Apparatus
Metalworking Machinery, nec
Textile Machinery
Woodworking Machinery
Paper Industries, Machinery
Printing Trades Machinery
Food Products Machinery
Special Industry Machinery, nec
Pumps & Pumping Equip
Ball & Roller Bearings
Air & Gas Compressors
Blowers & Fans
Packaging Machinery
Speed Changers, Drives & Gears
Industrial Furnaces, Ovens, & Heaters

App. E Pg. 253

The Job Seekers Bible - How to Create Your Dream Job and Get It

3568
3569
3571
3572
3575
3577
3578
3579
3581
3582
3585
3586
3589
3592
3593
3594
3596
3599

Power Trans Equip, nec

General Industrial Machinery, nec
Electronic Computers
Computer Storage Devices
Computer Terminals
Computer Peripheral Equip, nec
Calculating & Accounting Equip
Office Machines, nec
Automatic Vending Machines
Commercial Laundry Equip
Refrigeration & Heating Equip
Measuring & Dispensing Pumps
Service Industry Machinery, nec
Carburetors, Pistons, Rings & Valves
Fluid Power Cylinders & Actuators
Fluid Power Pumps & Motors
Scales & Balances, Except Lab
Industrial Machinery, nec

36 C E
3612
3513
3621
3624
3625
3629
3631
3632
3633
3634
3635
3639
3641
3643
3644
3645
3646
3647
3648
3651
3652
3661
3663
3669
3671
3672
3674
3675
3676
3677
3678
3679
3691

Elect Equip & Components

Transformers, Except Electrical
Switchgear & Switchboard Apparatus
Motors & Generators
Carbon & Graphite Prdts
Industrial Elec Relays & Controls
Electrical Industrial Apparatus, nec
Household Cooking Equip
Household Refrigerators & Freezers
Household Laundry Equip
Elec Housewares & Fans
Household Vacuum Cleaners
Household Appliances, nec
Electric Lamps
Current-Carrying Wiring Devices
Noncurrent-Carrying Wiring Devices
Residential Lighting Fixtures
Commercial Lighting Fixtures
Vehicular Lighting Equip
Lighting Equipment, nec
Household Audio & Video Equip
Prerecorded Records/Tapes/Discs
Telephone & Telegraph Apparatus
Radio & TV Communications Equip
Communications Equip, nec
Electron Tubes
Printed Circuit Boards
Semiconductors & Related Devices
Electronic Capacitors
Electronic Resistors
Electronic Coils & Transformers
Electronic Connectors
Electronic Components, nec
Storage Batteries

3692
3694
3695
3699

Primary Batteries, Dry & Wet

Internal Combust Eng Electrical Equip
Magnetic & Optical Recording Media
Electrical Equip & Supplies, nec

37 C E
3711
3713
3714
3715
3716
3721
3724
3728
3731
3732
3743
3751
3761
3764
3769
3792
3795
3799

Transportation Equipment
Motor Vehicles & Car Bodies
Truck & Bus Bodies
Motor Vehicle Parts & Accessories
Truck Trailers
Motor Homes
Aircraft
Aircraft Engines & Engine Parts
Aircraft Parts & Equip, nec
Shipbuilding & Repairing
Boatbuilding & Repairing
Railroad Equipment
Motorcycles, Bicycles & Parts
Guided Missiles & Space Vehicle Equip
Space Propulsion Units & Parts
Space Vehicle Equip, nec
Travel Trailers & Campers
Tanks & Tank Components
Transport Equip, nec

38 C E
3812
3821
3822
3823
3824
3825
3826
3827
3829
3841
3842
3843
3844
3845
3851
3861
3873

Instruments and Related Products

Search & Navigation Equip
Laboratory Apparatus & Furniture
Automatic Regulating Controls
Display/Process Control Instruments
Fluid Meters & Counting Devices
Instruments to Measure Electricity
Analytical Instruments
Optical Instruments & Lenses
Measuring & Controlling Devices, nec
Surgical & Medical Instruments
Surgical Appliances & Supplies
Dental Equip & Supplies
X-Ray Apparatus & Tubes
Electromedical/Therapy Equip
Ophthalmic Goods
Photographic Equip & Supplies
Watches, Clocks & Rel Equip

39 C E
3911
3914
3915
3931
3942
3944
3949
3951

Misc Manufacturing Industries

Jewelry, Precious Metal
Silverware & Plated Ware
Jeweler's Materials & Lapidary Equip
Musical Instruments
Dolls & Stuffed Toys
Games, Toys & Children's Vehicles
Sporting & Athletic Goods, nec
Pens & Mechanical Pencils

App. E Pg. 254

Industry Options Menu

3952
3953
3955
3961
3965
3991
3993
3995
3996
3999

Lead Pencils & Art Goods

Marking Devices
Carbon Paper & Inked Ribbons
Costume Jewelry/Novelties
Fasteners, Buttons, Needles & Pins
Brooms & Brushes
Signs & Ad Specialties, nec
Burial Caskets
Hard Surface Floor Coverings, nec
Mfg Industries, nec

Transportation, Communications, Utilities

40 C E
Railroad Transportation
4011
Railroads, Line-Haul Operating
4013
Switching & Terminal Svcs
41 C E
4111
4119
4121
4131
4141
4142
4151
4173

Local/Interurban Passenger Transit

Local & Suburban Transit
Local Passenger Transportation, nec
Taxicabs
Intercity & Rural Bus Transportation
Local Bus Charter Svc
Bus Charter Svc, Except Local
School Buses
Bus Terminal & Svc Facilities

42 C E
4212
4213
4214
4215
4221
4222
4425
4226
4231

Motor Freight Transportation

Local Trucking without Storage
Trucking, except Local
Local Trucking w/Storage
Courier Svcs, except by Air
Farm Product Warehousing & Storage
Refrigerated Warehousing & Storage
General Warehousing & Storage
Special Warehousing & Storage, nec
Trucking Terminal Facilities

44 C E
4412
4424
4432
4449
4481
4482
4489
4491
4492
4493
4499

Water Transportation
Deep Sea Foreign Transport of Freight
Deep Sea Domestic Transport of Freight
Freight Transport on the Great Lakes
Water Transportation of Freight, nec
Deep Sea Passenger Transportation
Ferries
Water Passenger Transportation, nec
Marine Cargo Handling
Towing & Tugboat Svc
Marinas
Water Transport Svcs, nec

45 C E
4512
4513

Transportation by Air
Air Transportation, Scheduled
Air Courier Svcs

4522
4581

Air Transportation, Nonscheduled

Airports, Flying Fields & Svcs

46 C E
4612
4613
4619

Pipelines, Except Natural Gas

Crude Petroleum Pipelines
Refined Petroleum Pipelines
Pipelines, nec

47 C E
4724
4725
4729
4731
4741
4783
4785
4789

Transportation Svcs
Travel Agencies
Tour Operators
Passenger Trans Arrangement Svcs, nec
Freight Transportation Arrangement Svcs
Rental of Railroad Cars
Packing & Crating
Inspection/Weighing Facilities
Transportation Svcs, nec

48 C E
4812
4813
4822
4832
4833
4841
4899

Communications
Radiotelephone Communications
Telephone Comm, except Radiotelephone
Telegraph & Other Communications
Radio Broadcasting Stations
TV Broadcasting Stations
Cable & Other Pay TV Svcs
Communication Svcs, nec

49 C E
4911
4922
4923
4924
4925
4931
4932
4939
4941
4952
4953
4959
4961
4971

Electric, Gas & Sanitary Svcs

Electric Svcs
Natural Gas Transmission
Gas Transmission & Distribution
Natural Gas Distribution
Gas Production and/or Distribution
Electric & Other Svcs Combined
Gas & Other Svcs Combined
Combination Utilities, nec
Water Supply
Sewerage Systems
Refuse Systems
Sanitary Svcs, nec
Steam & Air Conditioning Supply
Irrigation Systems

Wholesale Trade
50 C E
Wholesale Trade-Durable Goods
5012
Automobiles & Other Motor Vehicles
5013
Motor Vehicle Supplies & New Parts
5014
Tires & Tubes
5015
Motor Vehicle Parts, Used
5021
Office & Public Bldg Furniture
5023
Home Furnishings
5031
Lumber, Plywood & Millwork
5032
Brick, Stone & Related Materials

App. E Pg. 255

The Job Seekers Bible - How to Create Your Dream Job and Get It

5033
5939
5043
5044
5045
5046
5047
5048
5049
5051
5052
5063
5064
5065
5072
5074
5075
5078
5082
5083
5084
5085
5087
5088
5091
5092
5093
5094
5099

Roofing, Siding & Insulation Materials

Construction Materials, nec
Photo Equip & Supplies
Office Equipment
Computers, Peripherals, & Software
Commercial Equip, nec
Medical/Dental Equip & Supplies
Ophthalmic Goods
Professional Equip/Supplies nec
Metals Svc Center & Offices
Coal & Other Minerals & Ores
Electrical Apparatus/Equip/Wiring
Electrical Appliances, Television
Elec Parts & Equip, nec
Hardware
Plumbing/Heating Equip/Supplies
Heating & Air Conditioning Equip
Refrig Equip & Supplies
Construction & Mining Machinery
Farm & Garden Machinery
Industrial Machinery & Equip
Industrial Supplies
Svc Establishment Equip
Transportation Equipment & Supplies
Sporting & Recreation Goods/Supplies
Toys & Hobby Goods & Supplies
Scrap & Waste Materials
Jewelry & Precious Stones
Durable Goods, nec

51 C E
5111
5112
5113
5122
5131
5136
5137
5139
5141
5142
5143
5144
5145
5146
5147
5148
5149
5153
5154
5159
5162
5169

Wholesale Trade-Nondurable Goods

Printing & Writing Paper
Stationery & Office Supplies
Industry/Personal Svc Paper Products
Drugs, Proprietaries & Sundries
Piece Goods & Notions
Men's & Boy's Clothing
Women's & Children's Clothing
Footwear
Groceries, General Line
Packaged Frozen Goods
Dairy Products, Except Dried/Canned
Poultry & Poultry Products
Confectionery
Fish & Seafood
Meats & Meat Products
Fresh Fruits & Vegetables
Groceries & Related Products, nec
Grain & Field Beans
Livestock
Farm-Products Raw Materials, nec
Plastics Materials & Basic Shapes
Chemicals & Allied Products, nec

5171
5172
5181
5182
5191
5192
5193
5194
5198
5199

Petrol Bulk Stations & Terminals

Petroleum Products, nec
Beer & Ale
Wine & Distilled Beverages
Farm Supplies
Books, Periodicals & Newspapers
Flowers & Florists' Supplies
Tobacco & Tobacco Products
Paints, Varnishes & Supplies
Nondurable Goods, nec

Retail Trade
52 C E
Bldg/Hardware/Garden Supplies
5211
Lumber & Other Bldg Materials
5231
Paint, Glass & Wallpaper Stores
5251
Hardware Stores
5261
Lawn & Garden Supplies
5271
Mobile Home Dealers
53 C E
5311
5331
5399

General Merchandise Stores

Department Stores
Variety Stores
Misc General Merchandise

54 C E
5411
5421
5431
5441
5451
5461
5499

Food Stores
Grocery Stores
Meat & Fish Markets
Fruit & Vegetable Markets
Candy, Nut & Confectionery Stores
Dairy Products Stores
Retail Bakeries
Misc Food Stores

55 C E
5511
5521
5531
5541
5551
5561
5571
5599

Auto Dealers & Service Stations

New & Used Car Dealers
Used Car Dealers
Auto & Home Supply Stores
Gasoline Svc Stations
Boat Dealers
Recreational Vehicle Dealers
Motorcycle Dealers
Automotive Dealers, nec

56 C E
5611
5621
5632
5641
5651
5661
5699

Apparel & Accessory Stores

Men's & Boys' Clothing Stores
Women's Clothing Stores
Women's Accessory & Specialty Stores
Children's & Infants' Wear Stores
Family Clothing Stores
Shoe Stores
Misc Apparel & Accessories

57

Home Furniture, Furnishings

C E

App. E Pg. 256

Industry Options Menu

5712
5713
5714
5719
5722
5731
5734
5735
5736

Furniture Stores
Floor Covering Stores
Drapery & Upholstery Stores
Misc Home Furnishings
Household Appliance Stores
Radio, Television & Electronics
Computer & Software Stores
Record & Prerecorded Tape/Disc Stores
Musical Instrument Stores

6099

Functions Related to Deposit Bank, nec

61 C E
6111
6141
6153
6159
6162
6163

Nondepository Credit Institutions

Fed & Fed Sponsored Credit Agencies
Personal Credit Institutions
Short-Term Business Credit
Misc Business Credit Inst
Mortgage Bankers & Correspondents
Loan Brokers

58 C E
5812
5813

Eating & Drinking Places

Eating Places
Drinking Places

59 C E
5912
5921
5932
5941
5942
5943
5944
5945
5946
5947
5948
5949
5961
5962
5963
5983
5984
5989
5992
5933
5994
5995
5999

Miscellaneous Retail
Drug & Proprietary Stores
Liquor Stores
Used Merchandise Stores
Sporting Goods & Bicycle Shops
Book Stores
Stationery Stores
Jewelry Stores
Hobby, Toy & Game Shops
Camera & Photographic Supply Stores
Gift, Novelty & Souvenir Shop
Luggage & Leather Goods Stores
Sewing, Needlework & Piece Goods
Catalog & Mail-Order Houses
Vending Machine Operators
Direct Selling Establishments
Fuel Oil Dealers
Liquefied Petroleum Gas Dealers
Fuel Dealers, nec
Florists
Tobacco Stores & Stands
News Dealers & Newsstands
Optical Goods Stores
Misc Retail Stores, nec

62 C E
6211
6221
6231
6282
6289

Security & Commodity Brokers, Dealers

Security Brokers & Dealers
Commodity Brokers, Dealers
Security & Commodity Exchanges
Investment Advice
Security & Commodity Svcs, nec

63 C E
6311
6321
6324
6331
6351
6361
6371
6399

Insurance Carriers
Life Insurance
Accident & Health Insurance
Hospital & Medical Svc Plans
Fire, Marine & Casualty Ins
Surety Insurance
Title Insurance
Pension, Health & Welfare Funds
Insurance Carriers, nec

64 C E
6411

Insurance Agents, Brokers & Svcs

Insurance Agents, Brokers & Svcs

65 C E
6512
6513
6514
6515
6517
6519
6531
6541
6552
6553

Real Estate
Nonresidential Bldg Operators
Apartment Building Operators
Dwelling Operators, Exc Apartment
Mobile Home Site Operators
Railroad Property Lessors
Real Property Lessors, nec
Real Estate Agents & Managers
Title Abstract Offices
Subdividers & Developers, nec
Cemetery Subdividers & Developers

67 C E
6712
6719
6722
6726
6732
6733
6792
6794
6798
6799

Holding & Other Investment Offices

Bank Holding Companies
Holding Companies, nec
Management Investment, Open-Ended
Investment Offices, nec
Trusts: Educational/Religious/Charitable
Trusts, nec
Oil Royalty Traders
Patent Owners & Lessors
Real Estate Investment Trusts
Investors, nec

Finance, Insurance & Real Estate

60 C E
Depository Institutions
6011
Federal Reserve Banks
6019
Central Reserve Depository, nec
6021
National Commercial Banks
6022
State Commercial Banks
6029
Commercial Banks, nec
6035
Federal Savings Institutions
6036
Savings Institutions, Exc Federal
6061
Federal Credit Unions
6062
State Credit Unions
6081
Foreign Banks & Branches & Agencies
6082
Foreign Trade & International Banks
6091
Nondeposit Trust Facilities

App. E Pg. 257

The Job Seekers Bible - How to Create Your Dream Job and Get It

Services
70 C E
7011
7021
7032
7033
7041

Hotels & Other Lodging Places

Hotels & Motels
Rooming & Boarding Houses
Sporting & Recreational Camps
Trailer Parks & Campsites
Membership-Basis Organization Hotels

72 C E
7211
7212
7213
7215
7216
7217
7218
7219
7221
7231
7241
7251
7261
7291
7299

Personal Svcs
Power Laundries, Family & Commercial
Garment Pressing & Cleaners' Agents
Linen Supply
Coin-Op Laundries & Cleaners
Drycleaning Plants, Except Rugs
Carpet & Upholstery Cleaning
Industrial Launderers
Laundry & Garment Svcs, nec
Photographic Studios, Portrait
Beauty Shops
Barber Shops
Shoe Repair & Shoeshine Parlors
Funeral Service & Crematories
Tax Return Preparation Svcs
Misc Personal Svcs, nec

73 C E
7311
7312
7313
7319
7322
7323
7331
7334
7335
7336
7338
7342
7349
7352
7353
7359
7361
7363
7371
7372
7373
7374
7375
7376
7377
7378
7379

Business Services
Advertising Agencies
Outdoor Advertising Svcs
Radio, Television, Publisher Reps
Advertising, nec
Adjustment & Collection Svcs
Credit Reporting Svcs
Direct Mail Advertising Svcs
Photocopying & Duplicating Svcs
Commercial Photography
Commercial Art & Graphic Design
Secretarial & Court Reporting
Disinfecting & Pest Control Services
Building Maintenance Services, nec
Medical Equipment Rental
Heavy Construction Equip Rental Svcs
Equipment Rental & Leasing, nec
Employment Agencies
Help Supply Svcs
Custom Computer Programming Svcs
Pre-Packaged Software
Computer Integrated Systems Design
Data Processing & Preparation
Info Retrieval Svcs
Computer Facilities Management
Computer Rental & Leasing
Computer Maintenance & Repair
Computer Related Svcs, nec

7381
7382
7383
7384
7389

Detective & Armored Car Svcs

Security Systems Svcs
News Syndicates
Photofinish Laboratories
Business Svcs, nec

75 C E
7513
7514
7515
7519
7521
7532
7533
7534
7536
7537
7538
7539
7542
7549

Automotive Repair, Svcs & Parts

Truck Rental & Leasing, Without Drivers
Passenger Car Rental
Passenger Car Leasing
Utility Trailer/RV Rental
Automobile Parking
Top & Body Repair & Paint Shops
Auto Exhaust System Repair Shops
Tire Retreading & Repair Shops
Automotive Glass Replacement Shops
Automotive Transmission Repair Shops
General Automotive Repair Shops
Auto Repair Shops, nec
Carwashes
Automotive Svcs, nec

76 C E
7622
7623
7629
7631
7641
7692
7694
7699

Miscellaneous Repair Svcs

Radio & TV Repair
Refrigeration Svc & Repair
Electrical Repair Shops, nec
Watch, Clock & Jewelry Repair
Reupholstery & Furniture Repair
Welding Repair
Armature Rewinding Shops
Repair Svcs, nec

78 C E
7812
7819
7822
7829
7832
7833
7841

Motion Pictures
Motion Picture & Video Production
Svcs Allied to Motion Pictures
Motion Picture & Tape Distribution Svcs
Motion Picture Distribution Svcs
Motion Picture Theaters
Drive-In Motion Picture Theaters
Video Tape Rental

79 C E
7911
7922
7929
7933
7941
7948
7991
7992
7993
7996
7997

Amusement & Recreation Svcs

Dance Studios, Schools & Halls
Theatrical Producers & Svcs
Entertainers & Entertainment Groups, nec
Bowling Centers
Sports Clubs, Managers & Promoters
Racing, Including Track Operation
Physical Fitness Facilities
Public Golf Courses
Coin-Operated Amusement Devices
Amusement Parks
Membership Sports & Recreation Clubs

App. E Pg. 258

Industry Options Menu

7999

Amusement & Recreation, nec

80 C E
8011
8021
8031
8041
8042
8043
8049
8051
8052
8059
8062
8063
8069
8071
8072
8082
8092
8093
8099

Health Svcs
Offices & Clinics of Medical Doctors
Offices & Clinics of Dentists
Offices & Clinics of Osteopaths
Offices & Clinics of Chiropractors
Offices & Clinics of Optometrists
Offices & Clinics of Podiatrists
Offices of Health Practitioners, nec
Skilled Nursing Care Facilities
Intermediate Care Facilities
Nursing & Personal Care, nec
General Medical & Surgical Hospitals
Psychiatric Hospitals
Specialty Hospitals, Exc Psychiatric
Medical Laboratories
Dental Laboratories
Home Health Care Svcs
Kidney Dialysis Centers
Specialty Outpatient Clinics, nec
Health & Allied Svcs, nec

81 C E
8111

Legal Services
Legal Services

82 C E
8211
8221
8222
8231
8243
8244
8249
8299

Educational Svcs
Elementary & Secondary Schools
Colleges & Universities
Junior Colleges
Libraries
Data Processing Schools
Business & Secretarial Schools
Vocational Schools, nec
Schools & Educational Svcs

83 C E
8322
8331
8351
8361
8399

Social Svcs
Individual & Family Svcs
Job Training & Related Svcs
Child Day Care Svcs
Residential Care
Social Svcs, nec

84 C E
8412
8422

Museums, Botanical Gardens

Museums & Art Galleries
Botanical & Zoological Gardens

86 C E
8611
8621
8631
8641
8651

Membership Organizations
Business Associations
Professional Organizations
Labor Organizations
Civic & Social Assns
Political Organizations

8661
8699

Religious Organizations
Membership Organizations, nec

87 C E
8711
8712
8713
8721
8731
8732
8733
8734
8741
8742
8743
8744
8748

Professional Services
Engineering Services
Architectural Svcs
Surveying Services
Accounting, Auditing & Bookkeeping Svcs
Commercial Physical Research Svcs
Commercial Nonphysical Research
Noncommercial Research Organizations
Testing Laboratories
Management Svcs
Management Consulting Svcs
Public Relations Svcs
Facilities Support Svcs
Business Consulting, nec

89 C E
8999

Services, nec
Services, nec

App. E Pg. 259

Appendix F
Functional Organization Chart

Functional Organization Chart

Classic Manufacturing Model
President / CEO

Sales/

Finance/

Operations/

Marketing

Administration

Production

Sales

Marketing

inside

forecasting

Advertising

brochures

Account-ing

Finance

MIS

Legal

general

planning

systems

contracts

accounting
outside

pricing

media

accounts/

Human

Public

Resouces

Relations

administra-

lobbying

Operations

engineering

tion
acquisition

proced-ures

patents

recruiting

Material

Distributio

purchas-

logistics

competi-tion

space buying

accounts/

regulations

methods

machin-ery

traffic

research

time buying

payroll

mergers

program-

copyrights

production

strategic
planning

business

consumer

develop-

surveys

agency liaison

promotion

audit

budget

training

ming
divestiture

data

litigation

capital

Informa-tion

investment

services

financial

public

plant layout

disposal

routing

opinion

process-ing

coordina-tion

collections

compensa-

stock-holder

tion

relations

benefits

news

securities

perform-

speech

ance

writing

standards

ware-

rates

housing
production

raw

claims

materials
scheduling

inventory

branch

audio/visual

location

presenta-tion

fund raising

taxes

product

public

credit/

develop-

relations

collections

employee

house

relations

investor

bankruptcy

relations

publica-tions

fund raising

grievances

govern-ment

transporta-tion

control

design/planning

shipping

maintenance/ repair

safety

security

relations

ment
recruiting

product

capital

employee

environ-

quality control/

manage-

acquisition

assistance

mental

assurance

ment

affairs
risk

termination

manage-

outplace-

ment

ment

App. F Pg. 261

testing

product
develop-ment

ment

relations

experi-mental
develop-ment

releases

analysis

customer

applied
research

payable
national

pure research

ing

receivable
regional

R&D

Appendix G
Career Options Menu

Career Options Menu

Following is a menu listing of major careers and occupations. If you are in the process of choosing a new career,
place a check mark to the left of those occupations of interest. Then, indicate on a scale of 1-10 your level of
interest in those you have checked. This list will also prove helpful if you are selecting an entry-level position in
any occupation as you position yourself for the future.
Executives, Administrators, Managers
Accountants and Auditors
Administrative Services Managers
Budget Analysts
Communications, Transportation, Utilities Mgrs
Construction and Building Inspectors
Construction Contractors and Managers
Cost Estimators
Credit Analysts
Education Administrators
Employment Interviewers
Engineering, Science, and Data Processing Managers
Financial Managers
Funeral Directors and Morticians
General Managers and Top Executives
Government Chief Executives and Legislators
Health Services Managers
Hotel Managers and Assistants
Industrial Production Managers
Inspectors and Compliance Officers, exc Construction
Loan Officers and Counselors
Management Analysts and Consultants
Marketing, Advertising, and Public Relations
Managers
Personnel, Training, Labor Relations Specialists/Mgrs
Property and Real Estate Managers
Purchasing Agents and Managers
Restaurant and Food Service Managers
Tax Examiners, Collectors, Revenue Agents
Underwriters
Wholesale/Retail Buyers and Merchandise Managers
Engineers
Aerospace Engineers
Chemical Engineers
Civil Engineers
Electrical and Electronics Engineers
Industrial Engineers
Mechanical Engineers
Metallurgical, Ceramic, and Materials Engineers
Mining Engineers
Nuclear Engineers
Petroleum Engineers

Architects and Surveyors

Architects
Landscape Architects
Surveyors
Computers, Mathematics, Operations Research
Actuaries
Computer Engineers
Computer Systems Analysts
Mathematicians
Operations Research Analysts
Statisticians
Life Scientists
Agricultural Scientists
Biological Scientists
Foresters and Conservation Scientists
Medical Scientists
Physical Scientists
Chemists
Geologists and Geophysicists
Meteorologists
Physicists and Astronomers
Lawyers and Judges
Social Scientists and Urban Planners
Economists and Marketing Research Analysts
Psychologists
Sociologists
Urban and Regional Planners
Social Work and Recreation Specialties
Human Services Specialists
Social Workers
Recreation Specialists
Scouting
Religious Activities
Directors of Religious Activities
Directors of Religious Education
Protestant Ministers

App. G Pg. 263

The Job Seekers Bible - How to Create Your Dream Job and Get It

Rabbis
Roman Catholic Priests

Coaches
Instructors
Judges
Managers
Referees
Trainers
Umpires

Teachers, Librarians, Counselors

Adult Education Teachers
Archivists and Curators
College and University Faculty
Counselors
Kindergarten and Elementary School Teachers
Librarians
Secondary School Teachers

Home and Farm Management Advisors

Health Technologists and Technicians
Clinical Laboratory Technologists and Technicians
Dental Hygienists
Dispensing Opticians
EEG Technologists
EKG Technicians
Emergency Medical Technicians
Licensed Practical Nurses
Medical Record Technicians
Nuclear Medicine Technologists
Radiologic Technologists
Surgical Technicians

Health Diagnosing Practitioners

Chiropractors
Dentists
Optometrists
Physicians
Podiatrists
Veterinarians
Health Assessment and Treating Specialties
Dietitians and Nutritionists
Occupational Therapists
Pharmacists
Physical Therapists
Physician Assistants
Recreational Therapists
Registered Nurses
Respiratory Therapists
Speech-Language Pathologists and Audiologists
Communications Specialties
Public Relations Specialists
Radio and Television Announcers and Newscasters
Reporters and Correspondents
Writers and Editors

Technologists, except Health

Aircraft Pilots
Air Traffic Controllers
Broadcast Technicians
Computer Programmers
Drafters
Engineering Technicians
Library Technicians
Paralegals
Science Technicians
Title Examiners and Searchers
Tool Programmers, Numerical Control

Performing Arts
Actors, Directors, and Producers
Dancers and Choreographers
Musicians

Sales and Marketing

Cashiers
Counter and Rental Clerks
Insurance Agents and Brokers
Manufacturers' and Wholesale Representatives
Real Estate Agents, Brokers, Appraisers
Retail Sales
Securities and Financial Services Representatives
Services Sales Representatives
Travel Agents

Amateur/Professional Sports and Recreation

Athletes

Administrative Support Specialties

Adjusters, Investigators, and Collectors

Visual Arts Specialties

Designers
Photographers and Camera Operators
Visual Artists

App. G Pg. 264

Career Options Menu

Advertising Clerks
Bank Tellers
Clerical Supervisors and Managers
Computer and Peripheral Equipment Operators
Correspondence Clerks
Court Clerks
Credit Clerks and Authorizers
Customer Service Representatives for Utilities
Duplicating, Mail, and Other Machine Operators
General Office Clerks
Information Clerks
Hotel and Motel Clerks
Interviewing and New Accounts Clerks
Receptionists
Reservation/Transportation Ticket Agents/Clerks
Mail Clerks and Messengers
Material Recording, Scheduling, Dispatching,
Distribution
Dispatchers
Stock Clerks
Traffic, Shipping, and Receiving Clerks
Municipal Clerks
Postal Clerks and Mail Carriers
Proofreaders and Copy Markers
Real Estate Clerks
Record Clerks
Billing Clerks
Bookkeeping, Accounting, and Auditing Clerks
Brokerage Clerks
Statement Clerks
File Clerks
Library Assistants and Bookmobile Drivers
Order Clerks
Payroll and Timekeeping Clerks
Personnel Clerks
Secretaries
Statistical Clerks
Stenographers and Court Reporters
Teacher Aides
Telephone, Telegraph, and Teletype Operators
Typists, Word Processors, and Data Entry Keyers
Protective Service Specialties
Corrections Officers
Firefighters
Guards
Police, Detectives, and Special Agents
Private Detectives

Food and Beverage Preparation and Services

Chefs, Cooks, and Other Kitchen Workers
Food and Beverage Service Specialists
Health Service Specialties
Ambulance Drivers and Attendants
Dental Assistants
Medical Assistants
Nursing Aides and Psychiatric Aides
Occupational Therapy Assistants and Aides
Pharmacy Assistants
Physical and Corrective Therapy Assistants and Aides
Personal Service, Building and Grounds
Amusement and Recreation Attendants
Animal Caretakers, except Farm Animals
Baggage Porters and Bellhops
Barbers and Cosmetologists
Crossing Guards
Flight Attendants
Gardeners and Groundskeepers
Homemaker-Home Health Aides
Institutional Cleaning Supervisors
Janitors
Pest Controllers and Assistants
Preschool Workers
Private Household Workers
Ushers, Lobby Attendants, and Ticket Takers
Agriculture, Forestry, Fishing
Farm Workers, Operators, and Managers
Fishers, Hunters, and Managers
Forest and Conservation Workers
Nursery Workers
Timber Cutting and Logging Workers
Mechanics, Installers, and Repairers
Aircraft Mechanics and Engine Specialists
Automotive Body Repair Technicians
Automotive Mechanics
Bicycle Mechanics and Technicians
Camera and Photographic Equipment Technicians
Diesel Mechanics
Electric Meter Installers and Repair Technicians
Electromedical and Biomedical Equipment Repair
Techs
Electronic Equipment Repair Technicians
Commercial/Industrial Electronic Equipment
Communications Equipment

App. G Pg. 265

The Job Seekers Bible - How to Create Your Dream Job and Get It

Computer and Office Machines and Equipment

Consumer Electronics Equipment
Telephone Installation and Repair
Elevator Installation and Repair Technicians
Farm Equipment Mechanics
General Maintenance Mechanics/Technicians
Heating, Air-Conditioning, Refrigeration Technicians
Home Appliance and Power Tool Repair Technicians
Industrial Machinery Repair Technicians
Line Installers and Cable Splicers
Millwrights
Mobile Heavy Equipment Mechanics
Motorcycle, Boat, and Small-Engine Mechanics
Musical Instrument Tuners and Repair Technicians
Precision Instrument Repair Technicians
Riggers
Tire Repair Mechanics
Vending Machine Repair Technicians
Watchmakers
Construction Trades and Extractive Specialties
Bricklayers and Stonemasons
Carpenters
Carpet Installers
Concrete Masons and Terrazzo Workers
Drywall Workers and Lathers
Electricians
Glaziers
Highway Maintenance Workers
Insulation Workers
Mining, Quarrying, and Tunneling Workers
Painters and Paperhangers
Paving, Surfacing, and Tamping Equipment Operators
Pipelayers and Pipelaying Fitters
Plasterers
Plumbers and Pipefitters
Roofers
Roustabouts
Sheet-Metal Workers
Structural and Reinforcing Ironworkers
Tilesetters
Production Specialties
Assemblers
Bakers
Boiler Operators and Tenders
Butchers and Meat, Poultry and Fish Cutters
Cannery Workers
Cementing and Gluing Machine Operators and

Tenders
Chemical Equipment Controllers, Operators, Tenders
Coil Winders, Tapers, Finishers
Cooking and Roasting Machine Operators and Tenders
Crushing and Mixing Machine Operators and Tenders
Cutting and Slicing Machine Setters, Operators,
Tenders
Dairy Processing Equipment Operators
Electrical and Electronic Assemblers
Electronic Semiconductor Processors
Extruding and Forming Machine Setters
Foundry Mold Assembly and Shakeout Workers
Furnace, Kiln, Oven, Drier, Kettle Operators
Grinders and Polishers
Inspectors, Testers, and Graders
Laundry and Drycleaning Machine Operators
Machine Assemblers
Metal Pourers and Casters
Motion Picture Projectionists
Packaging and Filling Machine Operators
Painting, Coating, and Decorating Workers
Paper Goods Machine Operators
Separating and Still Machine Operators
Shipfitters
Shoe Sewing Machine Operators
Solderers and Brazers
Supervisors
Metalworking and Plastics
Boilermakers
Jewelers
Machinists
Metalworking and Plastics Machine Operators
Numerical-Control Machine-Tool Operators
Tool and Die Makers
Welders, Cutters, and Welding Machine Operators
Plant and Systems Operators
Chemical Plant and System Operators
Electric Power Plant Operators
Electric Power Distributors/Dispatchers
Gas and Petroleum Plant and Systems Operators
Stationary Engineers
Water and Waste-Water Treatment Plant Operators
Printing Specialties
Prepress Workers
Printing Press Operators
Bindery Workers

App. G Pg. 266

Career Options Menu

Textile, Apparel, and Furnishings Specialties

Apparel Workers
Shoe and Leather Workers and Repair Technicians
Textile Machinery Operators
Upholsterers
Woodworking Specialties

Bus Drivers
Chauffeurs
Material Moving Equipment Operators
Rail Transportation Workers
Taxi Drivers
Truck Drivers
Water Transportation Workers
Military
Air Force
Army
Coast Guard
Marine Corps
Navy

Miscellaneous Production Specialties

Dental Laboratory Technicians
Ophthalmic Laboratory Technicians
Painting and Coating Machine Operators
Photographic Process Workers
Transportation and Material Moving Specialties

App. G Pg. 267

Appendix H
Geographical Preference Menu

Geographical Preference Menu

This section is used to help determine geographical parameters which will be used in selecting target organizations
for your campaign. First, review the following list of metropolitan areas and select your preferences. Then indicate
below, in order of preference, those metropolitan areas (along with their codes) you wish to consider.
Code City/State Name
7.
8.
9.
10.
11.
12.

City/State Name
1.
2.
3.
4.
5.
6.
ALABAMA
Anniston
Birmingham
Columbus, GA
Florence
Gadsden
Huntsville
Mobile
Montgomery
Tuscaloosa

038
076
133
194
211
253
373
379
613

ALASKA
No codes
ARIZONA
Phoenix
Tucson
ARKANSAS
Fayetteville
Fort Smith
Little Rock
Memphis, TN
N Little Rock
Pine Bluff
Springdale
Texarkana
CALIFORNIA
Anaheim
Bakersfield
Chico
Fresno
Long Beach
Los Angeles
Modesto
Monterey

448
607

Napa
Oakland
Ontario
Oxnard
Porterville
Redding
Riverside
Sacramento
Salinas
San Bernardino
San Diego
San Francisco
San Jose
Santa Ana
Santa Barbara
Santa Cruz
Santa Rosa
Simi Valley
Stockton
Tulare
Vallejo
Ventura
Visalia
Yuba City

189
199
322
355
322
449
189 COLORADO
595 Boulder
Colorado Springs
Denver
034 Fort Collins
055 Greeley
119 Pueblo
208
328 CONNECTICUT
328 Bridgeport
374 Bristol
510 Danbury

622
526
488
434
624
482
488
499
510
488
523
526
529
034
535
536
537
434
580
624
622
434
624
666

154
127
154
195
224
472

085
086
143

Code City/State Name

13.
14.
15.
16.
17.
18.

Code

Pensacola
Sarasota
St Petersburg
Tallahassee
Tampa
Titusville
West Palm Beach
Winter Haven

439
539
589
588
589
354
637
290

GEORGIA
Albany
Athens
Atlanta
DELAWARE
Augusta
Wilmington
652 Chattanooga, TN
Columbus
Macon
DIST OF COLUMBIA
Washington
628 Savannah

016
042
043
049
115
133
343
538

Hartford
Holyoke, MA
Meriden
New Britain
New Haven
New London
Norwalk
Norwich
Springfield, MA
Stamford
Waterbury
West Haven

241
571
358
394
397
400
418
400
571
574
631
397

FLORIDA
Boca Raton
Bradenton
Cape Coral
Cocoa
Daytona Beach
Fort Lauderdale
Fort Myers
Ft Walton Beach
Gainesville
Hollywood
Jacksonville
Lakeland
Melbourne
Miami
Ocala
Orlando
Panama City

637
083
197
354
149
196
197
201
212
196
265
290
354
361
420
433
435

App. H Pg. 269

HAWAII
Honolulu

244

IDAHO
Boise City

079

ILLINOIS
Bloomington
Champaign
Chicago
Decatur
Kankakee
Normal
Peoria
Rockford
Rock Island
Springfield
St Louis, MO

077
103
118
151
275
077
442
496
145
562
508

The Job Seekers Bible - How to Create Your Dream Job and Get It

Urbana
INDIANA
Anderson
Bloomington
East Chicago
Elkhart
Evansville
Fort Wayne
Gary
Hammond
Indianapolis
Kokomo
Lafayette
Louisville, KY
Muncie
South Bend
Terre Haute
West Lafayette
IOWA
Davenport
Cedar Rapids
Des Moines
Dubuque
Omaha, NE
Sioux City
Waterloo
KANSAS
Kansas City
Lawrence
Topeka
Wichita
KENTUCKY
Ashland
Clarksville, TN
Fayette
Hopkinsville, TN
Huntington, WV
Johnson City, TN
Kingsport, TN
Lexington
Louisville
Owensboro
LOUISIANA

103 Alexandria
Baton Rouge
Lafayette
035 Lake Charles
078 Monroe
217 New Orleans
171 Shreveport
181
202 MAINE
217 Auburn
217 Bangor
256 Dover, NH
284 Lewiston
287 Portland
331 Portsmouth, NH
382 Rochester, NH
556
592 MARYLAND
287 Baltimore
Cumberland
Hagerstown
145
100 MASSACHUSETTS
157 Boston
163 Brockton
430 Fall River
550 Fitchburg
634 Haverhill
Lawrence
Leominster
277 Lowell
302 New Bedford
601 Pittsfield
643 Providence, RI
Worcester
250
122
313
122
250
269
269
313
331
432

MICHIGAN
Ann Arbor
Battle Creek
Bay City
Benton Harbor
Detroit
East Lansing
Flint
Grand Rapids
Jackson
Kalamazoo
Lansing

023
061
286
289
376
403
547

Muskegon
Muskegon Heights
Norton Shores
Portage
Saginaw
Toledo, OH
MISSISSIPPI
Biloxi
Gulfport
Jackson
Moss Point
Pascagoula

310
060
462
310
460
462 MINNESOTA
462 Fargo, ND
Grand Forks
Minneapolis
058 Moorhead
141 Rochester
234 St Cloud
St Paul
082
088
184
190
304
304
190
334
391
454
466
658

385
385
385
274
502
598

072
072
262
438
438

187
218
370
187
491
503
370

MISSOURI
Columbia
Joplin
Kansas City
Springfield
St Joseph
St Louis

128
273
277
565
505
508

MONTANA
Billings
Great Falls

070
223

NEBRASKA
Lincoln
037 Omaha
062 Sioux City, IA
064
069 NEVADA
160 Las Vegas
295 Reno
193
220 NEW HAMPSHIRE
259 Dover
274 Haverhill, MA
295 Lawrence, MA

App. H Pg. 270

319
430
550

301
484

Manchester
Nashua
Portsmouth
Rochester

349
386
462
462

NEW JERSEY
Asbury Park
Atlantic City
Clifton
Jersey City
Long Branch
Millville
New Brunswick
Newark
New York, NY
Paterson
Passaic
Perth Amboy
Philadelphia, PA
Trenton
Vineland

323
046
436
268
323
623
395
409
406
436
436
395
445
604
623

NEW MEXICO
Albuquerque

022

NEW YORK
Albany
Binghamton
Buffalo
Elmira
Glens Falls
Middletown
Nassau
New York
Newburgh
Poughkeepsie
Rochester
Rome
Schenectady
Suffolk
Syracuse
Troy
Utica

019
073
094
173
216
411
389
406
411
464
493
619
019
389
583
019
619

NORTH CAROLINA
462 Asheville
040
304 Burlington
095
304 Charlotte
112

Geographical Preference Menu

Concord
Durham
Fayetteville
Gastonia
Greensboro
Hickory
Jacksonville
Norfolk, VA
Portsmouth, VA
Raleigh
Salisbury
Wilmington
Winston-Salem

512
478
188
112
229
243
264
415
415
478
512
653
229

NORTH DAKOTA
Bismark
Fargo
Grand Forks, MN
Moorhead, MN

075
187
218
187

OHIO
Akron
Ashland
Canton
Cincinnati
Cleveland
Columbus
Dayton
Elyria
Hamilton
Huntington
Middletown
Lima
Lorain
Mansfield
Marietta
Newark
Parkersburg
Springfield
Steubenville
Toledo
Warren
Weirton
Wheeling
Youngstown

013
250
097
121
124
136
148
325
235
250
235
316
325
350
437
410
437
568
577
598
664
577
640
664

OKLAHOMA
Lawton

OREGON
Eugene
Medford
Portland
Salem
Springfield

427 TENNESSEE
610 Chattanooga
Clarksville
Davidson
178 Hopkinsville
356 Johnson City
463 Kingsport
509 Knoxville
178 Nashville

PENNSYLVANIA
Allentown
Altoona
Bethlehem
Easton
Erie
Harrisburg
Hazleton
Johnstown
Lancaster
NE Pennsylvania
Philadelphia
Pittsburgh
Reading
Scranton
Sharon
State College
Wilkes-Barre
Williamsport
York

025
028
025
025
175
238
416
271
292
416
445
451
481
416
543
575
416
650
661

RHODE ISLAND
Fall River, MA
Providence
Pawtucket

184
466
466

SOUTH CAROLINA
Anderson
Charleston
Columbia
Florence
Greenville
Rapid City
Rock Hill

036
106
130
192
232
479
495

SOUTH DAKOTA
Sioux Falls

553

Oklahoma City
Tulsa

TEXAS
Abilene
Amarillo
Austin
Beaumont
Brownsville
Bryan
College Station
Corpus Christi
Dallas
Denison
Edinburg
El Paso
Fort Worth
Galveston
Harlingen
Houston
Killeen
Laredo
Longview
Lubbock
Marshall
McAllen
Midland
Odessa
Pharr
Port Arthur
San Angelo
San Antonio
San Benito
Sherman
Temple
Texas City
Tyler
Victoria
Waco
Wichita Falls

307

App. H Pg. 271

UTAH
Ogden
Provo
Orem
Salt Lake City

115
122
388
122
269
269 VERMONT
283 Burlington
388
VIRGINIA
Charlottesville
010 Hampton
031 Lynchburg
052 Newport News
067 Norfolk
091 Petersburg
092 Portsmouth
092 Richmond
139 Roanoke
142 Virginia Beach
545
353 WASHINGTON
172 Bellingham
142 Bremerton
214 Everett
091 Kennewick
247 Olympia
281 Pasco
298 Portland, OR
324 Richland
337 Seattle
324 Spokane
353 Tacoma
364 Yakima
421
353 WEST VIRGINIA
067 Ashland
514 Charleston
517 Cumberland
091 Huntington
545 Marietta
281 Parkersburg
214 Steubenville
616 Weirton
621 Wheeling
625
646 WISCONSIN
Appleton

511
469
469
511

096

113
412
340
412
415
443
415
487
490
415

068
084
544
485
429
485
463
485
544
559
586
659

250
109
141
250
437
437
577
577
640

039

The Job Seekers Bible - How to Create Your Dream Job and Get It

Beloit
Eau Claire
Green Bay
Janesville

266
167
226
266

Kenosha
La Crosse
Madison
Milwaukee

280
285
346
367

Oshkosh
Racine
Sheboygan
Wausau

App. H Pg. 272

039 WYOMING
475 Casper
546
635

098

Appendix I
Resume Samples

Summarized here are the resume samples provided on the pages that follow. These resumes are provided to guide
you in your resume preparation.
1. Chief Executive Officer/Administrator, MHA - Health Care
2. International Liaison Manager/Consultant - Former Foreign Naval Officer
3. Manufacturer's Rep/Sales Manager, MBA - Manufacturing
4. Trainer/Training Consultant, PhD - Business, Industry, Education
5. Nurse's Aide - College Nursing Student
6. Office Manager/Accountant
7. Senior Computer Engineer, MSEE, MBA
8. Sales/Marketing Manager, MBA - Manufacturing/Wholesale
9. Operations/Production Manager - Retired Air Force
10. Senior Executive - Manufacturing - Marketing, Finance, Operations, International
11. Financial/Market Analyst, MBA - Recent College Grad

App. I Pg. 273

Thomas M. Jones, MHA

1327 Abbey Road
Richmond, VA 23233

E-mail [email protected]
Home (804) 740-1930
Service (804) 254-0505

Chief Executive Officer/Administrator

A professional executive with 5 years experience as Hospital Chief Executive Officer and 12 years over-all experience in hospital/medical administration. A profit-oriented manager with demonstrated expertise in turnaround situations and start-up operations. A proven motivator able to derive maximum results from financial,
personnel and material resources. Now seeking a challenge that will test my experiences and educational
background while offering the opportunity for personal, professional and financial growth.

EMPLOYMENT HIGHLIGHTS
As Chief Executive Officer/Administrator for Metropolitan Hospital (a subsidiary of Amerihealth, Inc.), I was
responsible for P&L and the over-all management of $25,000,000 expense budget for a 180-bed medical/surgical
facility with 310 FTE's and a medical staff of 450:

.
.
.
.
.
.

Produced record profits during my tenure.

Joint Ventured Sports Medicine Institute with the Medical College of Virginia.
Established a 24-hour Emergency Room resulting in 700-800 visits and 80 admissions per month.
Achieved full JCAH Accreditation and other necessary certifications.
Implemented centralized personnel and marketing functions at hospital.
Recruited ten major admitting physicians to the hospital staff.

As Chief Executive Officer for Port St. Lucie Hospital (Hospital Corporation of America), I was responsible for the
start-up of a 150-bed hospital from the beginning of the $25,000,000 construction project through the first year of
operation:

.
.
.
.
.

Recruited and was responsible for training 250 employees and a medical staff of 180.
Sold 75,000 square feet of medical office space to local physicians.
Initiated several joint ventures, such as a medical office building outpatient surgical suite, sports medicine
complex, and a stand-alone NMR on the hospital campus.
Produced a profit margin of 24.2%, or $2,900,000, for the hospital in its first full year of operation.
Obtained JCAH, CAP, AABB and other necessary accreditations for the hospital within fifteen months.

As Administrator for South Lake Memorial Hospital (H.C.A.), I was responsible for this 68-bed facility:

.
.
.

Increased profitability resulting in record margins and cash flow.

Established new services which included ultra-sonography, nuclear medicine, and CT scanning.
Improved progress in community services. Success was documented in HCA's annual report.

As Assistant Administrator for Raleigh General Hospital (H.C.A.), I was responsible for 9 hospital departments in
this 266-bed facility and served as complete medical staff liaison:

.
.
.
.

Supervised 100-bed construction addition.

Authored certificates of need for CT Scanner, Nuclear Medicine Unit and Renal Dialysis Unit.
Formulated extensive hospital public relations program.
Supervised the staffing, purchasing and operation of nuclear medicine and CT departments.

App. I Pg. 274

Thomas M. Jones, MHA, Page 2

EMPLOYMENT
1987-1995Administrator - Metropolitan Hospital (subsidiary of Amerihealth, Inc.) - Richmond, VA
1977-1987Hospital Corporation of America:
1982-1987 Chief Executive Officer - Port St. Lucie Hospital (H.C.A.) - Port St. Lucie, FL
1979-1982 Administrator - South Lake Memorial Hospital (H.C.A.) - Clermont, FL
1977-1979 Assistant Administrator - Raleigh General Hospital (H.C.A.) - Berkley, WV
1976-1977Assistant Administrator - Jefferson Memorial Hospital/Shenandoah Home - Ranson, WV
1975-1976Administrative Resident (M.C.V.) - Virginia Baptist Hospital - Lynchburg, VA
EDUCATION
1976
1973

MHA - Medical College of Virginia, Virginia Commonwealth

BA, History - Washington and Lee University - Lexington, VA

University - Richmond, VA

PROFESSIONAL ORGANIZATIONS
Member, The American College of Health Care Executives
Virginian Hospital Association - Committee on Trustees
Central Virginia Hospital Council
Board of Trustees - Virginia Blood Bank
HONORS AND AWARDS
Adjunct Faculty, M.B.A. Program, Florida Institute of Technology
Guest Speaker - Kentucky Hospital Association - 1984
Preceptor - Hospital Administration Program, Medical College of Virginia
Rotary 4-Way Test Award
CIVIC, FRATERNAL AND RELIGIOUS ORGANIZATIONS
Beta Theta Pi Social Fraternity
Board of Trustees - Tuckahoe Football Little League
All Saints Episcopal Church
Board Member - Richmond Civil War Roundtable
Sons of Confederate Veterans
Director - Hospital Division of United Way of Richmond
ARTICLES PUBLISHED
"Educational Program at RGH Improves Maintenance Skills," HCA Interchange Magazine
"Hospitals and the Use of Donated Commodities," Hospitals Magazine
"How One Hospital Provides Spiritual Services for Its Patients," Southern Hospitals

App. I Pg. 275

WILLIAM R. ROBERTSEN
3399 South Boyers Lane
Salt Lake City, UT 84117
(801) 277-0001
(801) 466-5300
[email protected]

International Liaison Manager/Consultant

A strong, innovative, people-oriented executive with proven success in the international arena. Very skillful
and quick in analyzing problem situations and organizing available resources for immediate and the most
profitable results. A quick study able to adapt and contribute to new and changing situations rapidly. Have
produced results within as short a time period as a few weeks with no prior knowledge or experience. Long
and short-term assignments are of equal interest. Breadth of skills and experience:

.
.
.
.

International Liaison
Regulatory Affairs
Business Development
Marketing/Sales
Contract Negotiations

.
.
.
.
.

Project/Program Management
Strategic Planning
Public Relations
Recruiting/Training
Chairing International Conferences

CAREER HIGHLIGHTS
As Production Manager/Technical Affairs/Liaison Manager with EINSCO Ltd., a $12 million manufacturer of fully
automated fuel dispensing pumps and related equipment:

.
.
.

Organized assembly line and re-motivated personnel.

Established presence in regulatory affairs bodies such as the National Conference of Weights and Measures,
Underwriters Laboratories, Canadian Standards Organization.
Redesigned European models to fit US market and US safety regulations.

As Chief Exercise and Support Communications for the Supreme Allied Commander Atlantic, Norfolk, VA:

.
.
.

Saved several millions of dollars annually by convincing NATO of necessity of encryption computerization
by a USA appropriate body. This took two years of hard work, research and negotiations to overcome 25
years of systematized tradition and the veto power of 15 member nations.
Chaired several international conferences per year making presentations to high level international groups.
Traveled extensively with an international briefing team. Dealt with the media extensively.
Ironed Out international differences as a member of an international planning staff. Brought order and
definition to unstructured situations.

As Commander of a ship at sea, turned around morale and productivity upon change of command. Convinced the
crew they could be the best ship in the squadron. The ship was selected to represent the Royal British Navy as unit
of the first NATO Minesweeping Squadron. Showed the flag in many countries on the occasion of a special cruise
to commemorate 10 years NATO.

App. I Pg. 276

William R. Robertsen, page 2

EMPLOYMENT
1993-present

Manager Technical Affairs/Liaison - EINSCO, Ltd. - Salt Lake City, UT

1988-1993

Production Manager - EINSCO, Ltd. - Salt Lake City, UT

1984-1987

Manager Inert Gas Systems - The Stanwick Corp - Dallas, TX

1979-1984

Sales Executive - Industrial Presentations Inc - Houston, TX

1952-1979

Various assignments of increasing responsibility including command at sea as well as national and
international staffs worldwide - Royal British Navy

EDUCATION
1972

MA equivalent in International Affairs - Royal British Naval Postgraduate School

1960

MS, Communications Management and Technology - London Postgraduate Communications School

1952

BS, Naval Sciences (Physics and Math related courses) - Royal British Naval Academy

PERSONAL
Married, excellent health. Love to travel. Willing to relocate. US citizen.

App. I Pg. 277

James L. Lester, MBA

4509 Laurelwood
San Francisco, CA 23113

E-mail [email protected]
Service (804) 254-0505
Office (804) 747-0622

Manufacturing Representative / Sales Manager

A results-oriented professional with documented successes in sales, marketing, product management, financial
analysis and planning. A dynamic individual with an M.B.A. on the fast-track to upper management. Major
Achievements:

.
.
.
.

Ranked #1 in sales of 75 Account Managers nationally for 1993; established company all-time performance
records. Ranked #2 in 1994.
Introduced successfully, as Marketing Specialist/Product Manager, several new electronics products while
eliminating others from the product line.
Created the company's first long-range financial planning model and corporate plan stressing accountability
at various significant levels.
Developed International Marketing Plan which was implemented, with some minor modifications, resulting
in the achievement of 135% of forecast.

Now seeking a position as Sales Manager; immediately, or after a brief orientation period. Desire strong challenge
and the opportunity to demonstrate superior ability. The opportunity for substantial career advancement, based upon
performance, is of major importance.

CAREER HIGHLIGHTS
With Diebold Incorporated, a major manufacturer of automation and electronic banking equipment located in Canton,
Ohio, from 1987 to present:
As Account Manager, calling on major financial holding companies within the state of California, from 1993 to
present:

.
.
.

Ranked #1 in sales nationally of 75 Account Managers for 1993 and established a new sales volume record
of $4.3 million which was 225% of quota. In 1994 ranked #2 nationally exceeding last year's production and
all quotas despite the cancellation of $1.0 million in business due to acquisitions and mergers. Won every
sales award in 1993 and 1994.
Developed major new accounts with bank holding companies after solving logistical and service problems.
Convinced company to modify existing service personnel allocations so as to best satisfy customer needs
resulting in substantial new sales. Recommended product design changes to company which resulted in significant sales volume.
Elected to New Product Design Committee for 1995.

James L. Lester, MBA, Page 2

App. I Pg. 278

Geographical Preference Menu

As Corporate Marketing Specialist/Electronic Products Division from 1992 to 1993:

.
.

Managed and Coordinated the release of a new automatic banking line which included conducting all the
necessary market research, pricing, forecasting, production scheduling, product introduction/training to sales
force, and demonstration to prospective customers.
Convinced management to assemble 300 automatic teller units from parts inventory. Conducted sales
promotion to reduce inventory. Sales promotion successfully covered production cost and sales expense, thus
eliminating the $300,000 write-off while keeping the competition off balance on sensitive deals.

As Product Manager of Electronic Terminal Systems from 1990 to 1992:

Conducted product-planning research resulting in design specifications for engineering and software.
Convinced management to allocate funds for product development. Managed the development of several new
products.

As Manager, Financial Analysis and Planning (Domestic and International), 1987 to 1990:

.
.

Developed first-ever financial models for the forecasting of sales and profits. Created studies for the phaseout of products and manufacturing facilities. Prepared and wrote monthly and quarterly reports explaining
the company's progress and performance against the Corporate Plan.
Created new software planning system to incorporate sales/product forecasts with accountability via quotas,
budgets, or allowances at all operating levels. Created Finance Group to monitor performance of foreign sales
and profits.
EMPLOYMENT

1987-Present

Various positions of increasing responsibility - Diebold, Incorporated - San Francisco, CA

1985-1987

Project Administrator - McDermott, Inc. (formerly the Nuclear Division of Babcock & Wilcox) Oakland, CA

1982-1983

Technical Design Analyst - Davy McKee Co. - San Jose, CA

EDUCATION

1986

M.B.A. (Major in Marketing) University of Akron - Akron, OH. Authored case study for International Marketing Program that is still used in the University of Akron's masters program for
International Marketing. Elected to National Marketing Honor Society.

1978

B.A. Business Administration (Major in Finance) - Kent State University - Kent, OH

1975

A.S. Civil Engineering - University of Akron - Akron, OH

App. I Pg. 279

PATRICIA A. WALLERTON, PHD

6015 Longhurst Lane
Aurora, CO 59404

E-mail [email protected]
Service (804) 225-0909
Home (804) 397-0286

Trainer/Training Consultant

An expert trainer and training consultant with a Ph.D. and over 20 years combined experience in business,
industry and education. Proven track record as a learning facilitator in designing and conducting training
programs for adults and young people. An articulate speaker with the ability to quickly establish rapport with
trainees by utilizing motivational teaching techniques and imparting a genuine concern for individuals.

.
.
.

.
.
.

Ph.D. (Adult Ed and HRD)

Who's Who of Emerging Leaders
Who's Who of American Women

Employee Relations
Productivity Enhancement
Troubleshooting/Problem Solving

CAREER HIGHLIGHTS
As a Trainer and Consultant, 1988-Present:

.
.
.
.
.

Ascertained client goals and objectives.

Assessed training needs and personnel characteristics.
Designed, implemented and conducted training programs tailored to meet client needs.
Wrote and produced training materials.
Conducted follow-up sessions and evaluations.

As Adjunct Faculty, Virginia Commonwealth University and University of Virginia, 1992-1995:

.
.

Developed and taught graduate level courses for administrators, supervisors and teachers which
resulted in documented desirable behavioral changes.
Designed courses based on the principles of adult learning, leadership and management.

As State Education Supervisor, 1988-1992:

.
.
.

Consulted with school divisions on a variety of topics.

Planned and implemented training institutes for administrators and supervisors.
Organized conferences, seminars and workshops.
SELECTED TRAINING TOPICS

.
.
.
.
.
.
.
.
.

Situational Leadership
Thinking Styles
Stress Management
Creative Thinking
Business Etiquette
Interpersonal Communication
Making Effective Presentations
Problem Solving
Productivity Enhancement

.
.
.
.
.
.
.
.
.

App. I Pg. 280

Training the Trainer

Communication for Managers
Self-Image Enhancement
Writing Performance Objectives
Assertiveness Training
Writing Skills
The Change Process
Conflict Resolution
Employee Relations

Patricia A. Wallerton, PhD, Page 2

EMPLOYMENT
1992-Present

Training Consultant - Denver, CO

1991-1992

Associate Director of Middle Schools and Special Projects - Idaho Dept. of Education - Boise, ID

1988-1991

Supervisor, Middle School Education - Utah Department of Education - Salt Lake City, UT

1982-1988

Principal - Parksley Middle School - Accomack County Schools - Denver, CO

1977-1981

Assistant Principal - South Accomack Elementary School - Accomack County Schools -Denver, CO

1967-1977

Classroom Teacher - Various School Districts - Colorado and Utah

EDUCATION

1985

Ph.D. in Urban Services - Virginia Commonwealth University - Richmond, VA (Concentration in

Adult Education/Human Resource Development - 3.9 GPA)

1974

MEd. in Reading - University of Montana - Missoula, MT - 4.0 GPA

1967

B.S. in Education - Salisbury State College - Salisbury, MD - (Deans List 4 years)

SPECIAL RECOGNITION

1987

Listed in Who's Who of Emerging Leaders

1986

Listed in Who's Who of American Women

1986

Letter of Recognition for Quality Research, Virginia Educational Research Association

1979

Distinguished Service Award, Virginia Education Association

1973

Listed in Outstanding Educators of America

PERSONAL

Married, two grown children. Enjoy traveling. Leisure activities include reading, writing, theater and classical music.

App. I Pg. 281

Robyn E. Merrill
477 South Way
Mesa, AZ 87508

Home (602) 488-3226

Service (602) 244-8798

Nurse's Aide
Recent high school graduate beginning a two-year scholarship in Nursing in the fall. My immediate career goal is
to graduate with a degree in Nursing. My strengths described by superiors include: "...very organized, conscientious,
hard working, and persevering... energetic and enthusiastic...confident, capable, and intelligent...logical and
analytical...creative and innovative with an original mind...a possibility thinker...very perceptive...independent and
goal oriented...sympathetic, gentle, and warm...charismatic leader...can motivate others...naturally concerned about
others...even tempered and diplomatic...decisive with natural leadership ability...engenders confidence in others
through natural warmth and leadership...." Seeking an opportunity to contribute and learn in nursing while completing
my formal education.

WORK EXPERIENCE
1994-present
1994
1993-present
1990-present

Habilitation Trainer (assist mentally retarded and developmentally disabled with living skills to
become more independent) - Mesa Vista - Phoenix, AZ
Kitchen Assistant (food preparation and service) - Seville - Mesa, AZ
Mother's Assistant (chauffeuring, cooking, cleaning, shopping) - Mesa, AZ
Babysitter and Housekeeper - Various homes
VOLUNTEER SERVICE

1994-1995
1994
1993-1994
1992-1993
1992-1993
1992

Youth Organization Presidency, 1st and 2nd Counselor - plan weekly activities.
Youth Camp Leader - represent ward youth in planning summer camp activities.
Volunteer at Rest Home - visit the elderly weekly, and entertain them by singing.
Sophomore Class President - conduct meetings, plan/oversee activities.
Youth Council Member - plan firesides, social activities, and conferences.
Candy Striper (food preparation, cash register) - Utah Valley Medical Center - Provo, UT
EDUCATION

1995

Diploma - Skyline High School - Mesa, AZ

3.9 GPA, National Honor Society, Presidential Scholarship to Ricks College, Accepted to BYU and
Ricks; Member, 1993 Cross Country Team; Member, 1993 and 1994 Track Team; Member, HOSA
1994-1995; Member, FHA 1994-1995
REFERENCES

James and Susan Brown

474 Salty Road
Mesa, AZ 87508
(602) 261-6122

Vern and Deanna Poultree

926 Westerly Way
Phoenix, AZ 80859
(602) 889-2188

App. I Pg. 282

Dean and Julie Morton

5590 Alter Way Road
Salt Lake City, UT 84435
(801) 225-8997

WENDY M. LARSEN
8031 Emerson Road
Seattle, WA 23455
(804) 440-6642
[email protected]

Accounting/Office Management
A mature, self-motivated administrator with over 20 years experience in all aspects of administration, with
expertise in general accounting and office management.

.
.
.
.
.

Financial Analysis
Internal/External Audits
Forecasting/Planning
Budgeting
Manual/Automated Systems

.
.
.
.
.

Financial Statements
Receivables/Payables
Payroll
General Ledger
Credit/Collections

EMPLOYMENT
1992-1995Controller for The Mellon Group, consultants in Seattle, WA:

.
.
.

Organized and brought current all financial statements, accounts payable, accounts receivable
and general ledger.
Created ledgers, set up balance sheets and distributed costs between two offices.
Managed all payroll for commissioned and salaried personnel.

1990-1992Controller for National Research and Marketing in Seattle, WA:

Managed payroll for 60 employees weekly, both salaried and commissioned.

1987-1989Controller and Office Manager for Bayshore Realty, Rocky Beach, OR.
1982-1987Auditor for Baymark Development Corporation, Portland, OR.

.
.

Set Up accounts for projects, identified construction draws and applied to correct project.
Figured closing cost statements for sales on each unit sold, cash distribution for replacements of
draws and profit margins.

1970-1981Controller and Office Manager for Southern Beauty Supply, Tacoma, WA:

.
.

Reduced loss in accounts receivable by 15%, after converting system from manual to minicomputer. Hired, trained and supervised accounting staff, office and warehouse personnel.
Managed a promotion program in scheduling flights, cruises and lodging for overseas travel.
Saved over $300,000 within 5 years.
EDUCATION

Rockhurst College - Kansas City, MO - Majored in Accounting, Auditing and Taxes.

App. I Pg. 283

Stephen R. Gibson
4894 Orchard Avenue
Redwood, NJ 07405
(201) 245-2382
[email protected]

Senior Computer Engineer

Over 30 years experience in computer/electronic engineering. My career has evolved from circuit design of digital
systems to systems development. Experience includes application and system software development, system
programming, computer system simulation, communication networks, computer security, information retrieval, and
database design. My strengths described by superiors include: "...conscientious...confident expert...self-reliant...very
productive and resourceful...rational, objective, logical, analytical...practical and realistic...good natured, friendly,
respected...sense-of-humor...." Currently seeking an opportunity in product/systems development. Preference would
be client/server software development in a windows-based environment.

LANGUAGES

.. Many
Assemblers (27 yrs)
BASIC (14 yrs)

.. CFORTRAN
(10 yrs)
(4 yrs)

OPERATING SYSTEMS SOFTWARE

.. Windows
3.1 (3 yrs)
MSDOS (10 yrs)
. VM (2 yrs)

.. Windows
for Workgroups 3.11 (1 yr)
UNIX (4 yrs)
. MVS (2 yrs)

PC APPLICATIONS SOFTWARE

.. WordPerfect
(6 yrs) and Word (1 yr)
Drawperfect and Harvard Graphics (1 yr)
. PCXWARE (2 yrs)

.. Lotus
1-2-3 (8 yrs) and Excel (1 yr)
Dbase III+/IV (5 yrs) and Access (1 yr)
. CYMA Accounting Software (4 yrs)

TOOLS/PROTOCOLS

.. TCP/IP
(2 yrs)
BISYNC (8 yrs)
.. IBM
QuickC Development
IBM Programmers Workbench (3 yrs)

.. IBM
SNA/SDLC (8 yrs)
Asynchronous Communications (10 yrs)
. CTOOLS (1 yr)

HARDWARE

.. IBM
PC (10 yrs)
IBM 370/155, 360/75, 360/50, 7040 (8 yrs)
.. IBM
ES/9000 (2 yrs)
Intel 8080/8085 (12 yrs)
Stephen R. Gibson, page 2

App. I Pg. 284

.. DEC
VAX 11/780 (2 yrs)
Honeywell 6000 (2 yrs)
.. Many
Unix work stations (2 yrs)
Zylog Z80 (4 yrs)

SELECTED ACHIEVEMENTS

.
.
.
.
.

Awarded Outstanding Performance Certificate and Bonus for designing the database system for the first
automated United States Customs import/export system.
Developed the software for an IBM compatible terminal cluster controller with an extensive on-line configuration
utility.
Developed a special accounting system for a credit union. The system included accounts receivable, inventory
control, general ledger, and some management information functions.
Designed new software and integrated with existing software in a new hardware platform. Verified hardware
design. As a result, four new products were brought to market.
Completed the sale of a mini-computer hardware and software system to a credit union. This was a "take-over
project" and was accomplished with no prior knowledge of the computer system, its programming facilities, or
the accounting system. The work was completed within 3 months on-site with the customer.
EMPLOYMENT

1992-present
1989-1992
1989
1976-1988
1975-1976
1972-1975
1969-1972
1961-1969
1959-1961

Software Engineer - OpenConnect Systems, Inc. (interconnectivity soft/hardware) - NYC, NY

Software Engineer Consultant - Terminal Connexions, Inc. - New York City, NY
Software Engineer - Terminal Connexions, Inc. (IBM compatible terminals) - Roseland, NJ
Software Engineer - Beehive International, Inc. (computer terminal manufacturing) - Roseland, NJ
Principal Systems Programmer - UNISYS - Salt Lake City, UT
Computer Specialist - U.S. Customs Service - Washington, D.C.
Technical Staff - Mitre Corporation (systems engineering/analysis) - McLean, VA
Electronic Engineer/Mathematician (geophysical data analysis/computer software design) -U.S. Air
Force Active Duty
Electrical Engineer (circuit design) - R.C.A. Corporation - Camden, NJ
EDUCATION

1989
1963-1965
1961
1959

M.B.A. - University of Utah - Salt Lake City, UT

Ph.D. in Computer Science requirements completed except the dissertation - University of
Pennsylvania - Philadelphia, PA
M.S., Electrical Engineering - University of Pennsylvania - Philadelphia, PA
B.S., Electrical Engineering - University of Pennsylvania - Philadelphia, PA
Graduated with Distinction. Tau Beta Pi and Eta Kappa Nu engineering honorary societies.
PROFESSIONAL AFFILIATIONS/PUBLICATIONS

Member, Association for Computing Machinery. Member, New York City PC User's Group. Numerous seminars
on computer related topics. "Developing a Comprehensive System Program Database to Improve the Management
of Software Resources" presented to the VII International Congress on Cybernetics (1973) and American Management
Association Seminar (1972).

App. I Pg. 285

James (Jim) R. Andreasen, MBA

11427 Willowview Way
Boca Ratan, FL 89204

Home
Work
E-mail

(514) 574-1843
(514) 468-6544
[email protected]

Sales/Marketing Management
Over 12 years successful experience in Sales and Marketing Management with Frito-Lay and Dreyer's Grand Ice
Cream, two of the nation's top marketers of consumer products. Ability to teach, train and motivate others in sales
and management skills. Certified instructor for Frito-Lay Selling Skills course. My skills and strengths described
by superiors include: "...visionary natural leader...respected as well as liked because of his natural warmth...works
best in organizations where opportunity exists to rise to the top...ambitious and hardworking...honest and direct...good
complex problem solver...able to make logical decisions...able to keep long and short term goals in mind...able to
develop immediate rapport...promotes harmony and builds cooperation around him...respects variety of opinions and
input...good public speaker and facilitator of group discussions...productive, decisive, well-organized team player...."

. Sales/Marketing Management
. Recruiting/Training/Motivating
. Merchandising/Space Allocation
. Communications

. Product Management
. Distribution
. Displays
. Results-oriented

Currently seeking an opportunity in Sales/Marketing Management. I will make a difference!

CAREER HIGHLIGHTS
As Division Sales Manager for XYZ Ice Cream, my original objective was to turn around the company's lagging sales
and reputation from #4 position and 4% market share, to become the leading ice cream distributor in Florida, by 1995:

.
.
.
.
.
.
.
.

Hired and trained the best route salesmen available. Challenged and motivated them to increase sales and
market share. Motivated them with better compensation and incentives than our competitors.
Developed more impacting presentations which have become market standards. We have become known
by our customers as "the category experts."
Increased selling space by +330% and +350% at Albertson's and Smith's respectively. Gained 100%
distribution on all major brands in all supermarkets by the fall of 1994. Gained "set captain" status in all
major accounts.
Achieved sales volumes of +7% and +15% over annual sales objectives for 1993 and 1994 respectively.
Increased sales volume +96% from 1992 to 1994.
Increased average sales from $22,000 per week in 1991 to $141,000 per week in 1994.
Increased market share from 2.3% to 11.7% by 1993.
Increased market share to 24% by 1994 year end to make XYZ the top distributor. We are currently fighting
to stay on the cutting edge of top quality service.

App. I Pg. 286

James (Jim) R. Andreasen, MBA, page 2

As Region Manager for Frito-Lay:

.
.
.

Reduced overall expenses by 25%. This was the greatest expense reduction of any region in our division.
Proposed an exclusive account relationship to 7-11, our largest convenience store account. This resulted in
a 35% increase in sales, and over $250,000 in incremental volume. This was one of the first divisions of 7-11
to implement such a program.
Achieved convenience store segment growth of over 36% for the year and ranked the region #1 in the entire
U.S.
EMPLOYMENT

1991-present
1990-1991
1986-1989
1984-1986
1983-1984
1984-1986

Division Sales Manager - XYZ Ice Cream - Boca Ratan, FL

Regional Sales Manager - Borden, Inc. Clover Club Foods - Richmond, VA
Region Manager - Frito-Lay, Inc. - Richmond, VA
Trade Development Manager - Frito-Lay, Inc. - Richmond, VA
District Sales Manager - Frito-Lay, Inc. - Richmond, VA
Route Salesman - Frito-Lay, Inc. - Richmond, VA
EDUCATION/TRAINING

1982
1981

M.B.A. - University of Utah - Salt Lake City, UT

B.S., Marketing - Brigham Young University - Provo, UT
PERSONAL

Married with 5 children. Excellent health. Willing to relocate. Leisure activities include: basketball, volleyball,
softball; camping, hiking, golf; active leader in church service and Boy Scouts of America.

App. I Pg. 287

Dennis B. Williams
2334 East Cobblecreek Road
Salt Lake City, UT 84504

(801) 277-6428
[email protected]

Operations/Production Management
Over 20 years service in the Air Force culminating as Master Sergeant. Excelled in every job function and
management role. Adapted to diverse environments despite many job changes (without prior experience),
family separations, relocations, changing political climates and budget fluctuations. Guided and coached young
people to excel where they had no prior experience, and convinced colonels and generals I had the best idea.
Managed people, money, equipment and aircraft in meeting deadlines to ensure successful mission objectives.
Conceptualized and refined new ways for the Air Force to fly quality aircraft. Strengths include:

. Visionary/Results Oriented
. Recruiting/Training/Motivating
. Commitment to Learn/Improve
. Loyal/Dependable/Reliable/Hard Working
. Conscientious/Detail Oriented

. Quick Study
. Initiative/Goal Oriented/Proactive
. Excellent People Skills/Well Liked
. Enthusiastic/Confident
. Accountable/Responsible

Currently seeking to apply my skills in different and exciting ways in Operations and/or Production
Management. You can count on me...I will make a difference.

CAREER HIGHLIGHTS

.
.
.
.
.
.
.

Consolidated, rewrote and taught seven new courses, all within six months, saving the Air Force $250,000. This
was necessary due to a merger between two major command organizations.
Reorganized training staff and lesson plans and reduced training time by more than 50% from over eighteen,
to less than nine months. Wrote new policy and procedure guidelines.
Organized a conference of all European US Air Force Base key aircraft technical management personnel. Set
and maintained an effective conference agenda for dialogue and training. The conference was so successful, that
aircraft flight readiness and condition improved immediately and significantly. Aircraft in-commission increased
15%, non-flyable rate dropped by 20%, and a 30% drop in repeat malfunction rates.
Rewrote within six weeks an out-of-date Air Force maintenance policy regulation at the critical beginning of the
Persian Gulf War. Got it published and distributed within 58 days.
Recommended a revolutionary new quality assurance methodology that will be implemented throughout the Air
Force in January of 1995. My idea was based on the writings of W. Edward Deming and Joseph Juran. It
increased quality assurance by 10% and reduced required manpower of a typical organization by 3%.
Awarded a medal for solving a chronic problem with an aircraft Navigational System. Increased the Mean Time
Between Failure rate by 400%, from 5 to over 20 hours; and decreased the Repeat Rate by 1500%, from 30% to
only 2%.
Improved rapport between quality assurance inspectors and maintenance personnel. This was done by requiring
inspectors to coach and assist, rather than find fault and condemn.

App. I Pg. 288

Dennis B. Williams, page 2

.
.
.

Named Non-Commissioned Officer of the Year at Nellis Air Force Base in 1985 for solving a chronic fuel
quantity indicator problem on the F-16.
Trained 18 new personnel, without any prior experience or training, with on-the-job-training, to be qualified
on certain tasks without supervision within one month. All 18 were completely trained within 9 months.
Awarded an Air Force Commendation Medal for this accomplishment.
Motivated my understaffed crew, under "alert" and extreme hardship conditions, to maintain zero defects
on radar for F-4 aircraft. For 2 years running, we were rated the best radar shop in the Air Force. This was
my very toughest and best assignment.
EMPLOYMENT HISTORY

1991-1994 Assistant Chief, Air Combat Command Academic Aircraft Maintenance Training; Interactive Video
Development Supervisor and Quality Improvement Facilitator - 388th Maintenance Training Flight - Hill
Air Force Base, Utah
1989-1991 Quality Assurance Functional Manager and Superintendent, Aircraft Maintenance Policy - Headquarters
United States Air Forces Europe - Ramstein Air Base, Germany
1986-1989 Production Superintendent/Section Superintendent/Chief Quality Assurance Inspector - 48th Tactical
Fighter Wing - Royal Air Force Lakenheath, England
1983-1986 Production Superintendent/Maintenance Expediter/Shift Supervisor/Electronics Technician - 474th
Tactical Fighter Wing - Nellis Air Force Base, Nevada
EDUCATION/TRAINING
1994
1994

BA, Business Administration - Columbia College - Columbia, MO

Occupational Instructor Certificate - Community College of the Air Force - Maxwell Air Force Base,
Alabama
AA, Business Administration (Dean's List) - University of Maryland - College Park, Maryland
AAS, Avionic System Technology - Community College of the Air Force - Maxwell Air Force Base

1991
1988

.
.
.

Total Quality Management, Process Improvement Facilitator, Quality Performance Measurement,

Malcolm Baldridge National Quality Award Assessment.
Various courses including: Electronic Theory and Troubleshooting, Radar Theory, Display System
Theory, Flight Control Theory.
Selected for all Senior Non-Commissioned Officer Academies and Leadership Schools. Commandant's
Award for Outstanding Leadership, 1988.
AWARDS

.
.
.
.

Air Force Meritorious Service Medal for sustained superior performance.

Three awards of the Air Force Commendation Medal for sustained outstanding performance.
Two awards of the Air Force Achievement Medal for outstanding contributions.
Non-Commissioned Officer of the Year, 1985, at Nellis Air Force Base, Nevada.
PERSONAL

Married with 2 children. Excellent health. Willing to relocate.

App. I Pg. 289

Joseph M. I. Walsh, III

295 Southwest Painer Rd.
Carolton, TX 81767
(214) 558-3622
[email protected]

General Management Executive

Marketing

. Finance . Operations . International

Over 15 years experience in strategic planning, international development and general management of large and small
manufacturing, wholesale and retail operations. My skills and strengths described by superiors include:
"...experienced leader in a fast growth environment...knows how to recruit, train and lead a growing work
force...knowledgeable in manufacturing, distribution, and customer service issues...solid track record in building
market share...knows how to balance market share with profitability...understands the promotional issues...take charge
decision-maker...loves challenges...ingenious complex problem solver...strives to perfect systems...values truth above
all else...honest, frank, direct and hearty style...hardworking... innovative, visionary strategic planner...able to keep
long and short-term goals in mind... Currently seeking an opportunity to manage a challenging growth or turnaround
company.

. Fortune 500 experience

. Open new markets
. Launch new products
. Build sales forces
. P&L responsibility
. Manage high growth
. Manufacturing operations

. International experience
. Increase market share
. Strategic planning
. Mergers/Acquisitions
. Network marketing experience
. Entrepreneurial start-ups
. Distribution operations

CAREER HIGHLIGHTS
As President of the International Division of Kaiser International, a $800MM sales/8% profit manufacturer and
distributor of machines, equipment and supplies for the mining and construction industries:

.
.
.
.

Restructured the "illegal" and unprofitable Malaysian business with declining sales and no local credibility.
Hired new marketing and financial managers. Solicited and obtained Ambassador's support. We quickly
reached breakeven and, as a competitive advantage, we were the first to have products licensed and to achieve
"Presidential Distributor" status.
Restructured overstaffed, under performing, noncompliant Mexican business. Provided direction and goals,
replaced managers, reduced costs, recruited and trained leaders, and implemented policies and procedures.
Breakeven was substantially reduced, sales increased, business became immediately cash self-sufficient, and
we experienced emerging successes.
Reorganized the division staff which was ineffective and expensive. Established goals, training programs,
and a different method for opening new countries. Staff overhead cost was reduced by $700,000 (lean but
very capable), and we were ready for opening Argentina, Uruguay, Chile, New Zealand, Australia, and Hong
Kong.
Realigned corporate staff and strengthened the board of directors. Focused on US growth to accelerate cash
flow, established operating budgets, and persuaded owners to delay initial public offering. As a result, cash
flow and staff communications improved.

App. I Pg. 290

Joseph M. I. Walsh, III, page 2

As Vice President of Special Projects for ZimeriCare Industries Inc., a $744MM sales/$83MM profit manufacturer
and marketing distributor of personal care products:

Restructured the Worldwide Direct Selling Group. Profit margins had declined from 13% to 8% on flat
sales. Developed a "next generation" business plan. Developed a test market in Spain. Turned around sales
and returned profits to historical margin levels. Increased the credibility of the strategic planning process.

As General Manager for the Inconso Division of ZimeriCare Industries Inc.:

.
.

Designed, staffed, and managed a new start-up subsidiary business. Reduced product costs to users by 50%.
Realized internal and external sales of $6MM and 13% pre-tax margin within 2 years.
Acquired a large company and merged with the Inconso Division. Established Hong Kong subsidiary that
absorbed both activities and improved overall cash management.

As General Manager for ZimeriCare Industries Inc. Chile S.A.:

Proposed, planned, launched, and managed a new business in Chile. Prior to this, no successful new business
had been started or acquired, and no one would risk trying new operating techniques. Business was profitable
within 9 months. Returned all start-up funds within 18 months and initiated a mini-mart concept in the
industry.

As Manager of Corporate Planning for Mohasco Corp., a $700MM manufacturer and distributor of furniture and
carpeting:

.
.

Set up an econometric model to predict sales/profits with varied economic scenarios and competitive actions.
Researched, acquired and blended six companies into the corporate structure. As a result, we realized a very
strong new source of Return On Investment.

As General Manager of the Skycenter Hotels/Manager of Planning for Hertz, a subsidiary of RCA Corp.:

.
.
.
.

Turned around an unprofitable hotel property and then sold it.

Turned around unprofitable Canadian operations by purchasing the most profitable franchise in Toronto and
franchising the unprofitable losers. As a result, we became profitable.
Turned around unprofitable operations in Europe. Sold chauffeur drive business in England. Closed truck
rental business in France. Franchised car rental businesses in Portugal, Norway and Greece. Used Spain to
aid ingenious rescue of the Portuguese business and its general manager. As a result, no more losses in
Europe.
Turned around truck rental division and franchised it to Penske.

As Manager of the Treasury for the $500MM Computer Division of RCA Corp.:

Closed the division and sold installed customers to Sperry Rand. Liquidated remnants. Terminated 11,000
employees and sold spare parts. Reduced $500MM write-off to only $300MM.

App. I Pg. 291

Joseph M. I. Walsh, III, page 3

EMPLOYMENT
1995-present

President, International Division - Kaiser International - Houston, TX

1979-1993
Various Positions - ZimeriCare Industries Inc.- Houston, TX
1993-1993
Vice President, Special Projects
1989-1993
Group Vice President, Strategic Planning
1985-1989
Director, Market Development
1983-1985
General Manager, Inconso Division
1982-1983
Director, International Planning
1980-1982
General Manager, ZimeriCare Industries Inc. Chile S.A.
1979-1980
Manager, International Planning
1977-1979

Manager, Corporate Planning - Mohasco Corp. - Amsterdam, NY

1969-1977
Various Positions - Hertz (subsidiary of RCA Corp.) and RCA Corp.
1975-1977
General Manager, Skycenter Hotels - Hertz Corp. - New York, NY
1972-1975
Manager, Financial Studies - Hertz Corp. - New York, NY
1972-1972
Manager, Treasury Operations - RCA Corp., Computer Division - Cherry Hill, NJ
1969-1972
Manager, General Accounting - RCA Corp., Computer Division - Cherry Hill, NJ

EDUCATION/TRAINING
1969
1968

MBA Program - RCA Corporation

BS, Industrial Management, Engineering, Economics - Purdue University

App. I Pg. 292

James D. Marker, MBA

529 Elmwood
Orem, UT 84580
(801) 221-7898
[email protected]

Financial/Market Analyst

Recently graduated MBA with undergraduate degree in Economics and Finance. My skills and strengths described
by superiors include: "...serious and responsible...practical and realistic... painstakingly accurate, precise, and
thorough...great powers of concentration and discipline...very organized...hard working...good judgement...memory
for details...logical and analytical...stable, dependable, and can be counted on to follow through...." Currently seeking
a career opportunity as Financial or Market Analyst.

EDUCATION
1995
1993
1990

MBA, Finance - Brigham Young University - Provo, UT

BA, Economics and Finance - Brigham Young University - Provo, UT
Diploma - Mountain View School - Orem, UT
3.98 GPA, National Honor Society, BYU Trustee Scholarship (4-year full tuition) Tandy Scholar,
AP Scholar with distinction, Bruin Scholar Award, Presidential Academic Fitness Award

EXPERIENCE
1993-present
1992-1993
1992
1989-1992

Market Researcher - Jones and Associates - Provo, UT

Delivery Driver - Godfather's Pizza - Provo, UT
Construction Laborer (landscaping and roofing) - D.R.D. Construction - Orem, UT
Line Cook/Trainer - Garcia's Mexican Restaurant - Provo, UT

REFERENCES
Gary R. Readings, President
The Questor Group
6148 San Carlos Boulevard
Monterey, CA 89034
(714) 598-2160

Dennis R. Dunn, President

D.R.D. Construction
750 South 1245 East
Orem, UT 84058
(801) 225-8370

App. I Pg. 293

Evan Bruce, Counselor

Skyline High School
600 West 1114 South
Provo, UT 84064
(801) 376-0972

Appendix J
Letter Samples

These sixteen letters will guide you in your letter preparation for just about every situation. You should use the
business letter format provided. Letters" and "Introduction Letters" are sent without a resume. "Cover Letters" are
always used with a resume. See Chapter 8, "Writing Effective Letters," and Chapter 18, "Your Personal Marketing
Plan," for more detailed information.
Name

Description

Letter A

Introduction Letter in Response to Ads

Letter A-F

Follow-up Cover Letter in Response to Ads

Letter B

Cover Letter in Response to Blind Ads

Letter B-F

Follow-up Cover Letter in Response to Blind Ads

Letter C

Cover Letter to Recruiters

Letter D

Cover Letter to References

Letter E

Cover Letter to Friends and Acquaintances

Letter F

Cover Letter to Influential Persons and Referrals

Letter G

Introduction Letter for Imminent Opportunities

Letter G-F

Follow-up Cover Letter for Imminent Opportunities

Letter H

Introduction Letter to Primary Employers

Letter H-F

Follow-up Cover Letter to Primary Employers

Letter I

Cover Letter to Secondary Employers

Letter I-F

Follow-up Cover Letter to Secondary Employers

Letter J

Consultant's Introduction Letter

Letter K

Follow-up Thank You Letter after an Interview

App. J Pg. 294

Letter A ... Introduction Letter in Response to Ads

Your First, MI, and Last Name
Street/Mailing Address
City, ST Zip Code
Area Code and Phone Number
e-Mail Address

Date

(First, MI, and Last Name of Executive), (Title)

(Name of Organization)
(Street/Mailing Address)
(City, ST Zip Code)
Dear (Mr./Ms. Last Name):
(1) has been of interest to me for some time now. As a matter of fact, I have a strong interest in working with
you. Perhaps you can now understand why I am enthusiastic about finding your ad in the (2) issue of the (3) for the
position of (4).
Your requirements (5) very closely match my qualifications. I am confident that my experience (6) would
allow me to make an immediate and significant contribution (7). Some of my relevant accomplishments:
Developed .... (PAR's from resume)
Increased ....
Doubled ....
Turned around ....
Since I have such a strong interest in working with you, I would like to explain why, and show you what I
can do for you. I will call you in a few days to schedule a 20-30 minute appointment. I look forward to speaking with
you soon.
Sincerely,

Your First, MI, and Last Name

1. (Name of organization, e.g., XYZ Corporation)
2. (Date of issue, e.g., August 5, 1994)
3. (Name of publication, e.g., Salt Lake Tribune)
4. (Position title, e.g., Marketing Director)
5. (Specific requirements matching your qualifications, e.g., of 10-15 years of experience plus MBA)
6. (Relevant experience, e.g., in directing marketing efforts for fifteen years)
7. (Specific impact, e.g., to increase your market share and penetration)

App. J Pg. 295

Letter A-F ... Follow-up Cover Letter in Response to Ads

Your First, MI, and Last Name
Street/Mailing Address
City, ST Zip Code
Area Code and Phone Number
e-Mail Address

Date

(First, MI, and Last Name of Executive), (Title)

(Name of Organization)
(Street/Mailing Address)
(City, ST Zip Code)
Dear (Mr./Ms. Last Name):
Perseverance and persistence are important components of the work ethic. With me it's intuitive...I just hate
to give up! And this is why I am writing you a second time.
I wrote you initially a couple of weeks ago to let you know that (1) has been of interest to me for some time.
As a matter of fact, I have a strong interest in working with you. Perhaps you can now understand why I am
enthusiastic about finding your ad in the (2) issue of the (3) for the position of (4).
Your requirements (5) very closely match my qualifications. I am confident that my experience (6) would
allow me to make an immediate and significant contribution (7). My resume briefly describes some of my relevant
accomplishments.
It was my expectation that I could have at least spoken with you by now. Perhaps a number of considerations
have prevented this from happening. Regardless of the circumstances, I still have a strong interest in working with
you. I would like to meet with you for 20-30 minutes to explain why, and show you what I can do for you.
I look forward to hearing from you at your earliest convenience. If we are unable to meet, an acknowledgment that you received my letter and resume would be appreciated.
Sincerely,

Your First, MI, and Last Name

Enclosure: Resume

App. J Pg. 296

Letter B ... Cover Letter in Response to Blind Ads

Your First, MI, and Last Name
Street/Mailing Address
City, ST Zip Code
Area Code and Phone Number
e-Mail Address

Date

(First, MI, and Last Name of Executive), (Title) OR (reference given in the ad)
(Mailing Address/PO Box)
(City, ST Zip Code)
(Dear Mr./Ms. Last Name OR Sir/Madam): OR (To whom it may concern):
Your ad in the (1) issue of the (2) for the position of (3) certainly caught my attention! Based on the
opportunity description and qualifications, I have a strong interest in working with you. Perhaps you can now
understand why I am enthusiastic about meeting you.
Your requirements (4) very closely match my qualifications. I am confident that my experience (5) would
allow me to make an immediate and significant contribution (6). My enclosed resume briefly describes some of my
relevant accomplishments.
Since I have such a strong interest in working with you, I would like to meet with you for 20-30 minutes to
explain why, and show you what I can do for you.
I look forward to hearing from you at your earliest convenience. If we are unable to meet, a mere acknowledgment that you received my letter and resume would be appreciated.
Sincerely,

Your First, MI, and Last Name

Enclosure: Resume
1. (Date of issue, e.g., August 5, 1994)
2. (Name of publication, e.g., Salt Lake Tribune)
3. (Position title, e.g., Marketing Director)
4. (Specific requirements matching your qualifications, e.g., of 10-15 years of experience plus MBA)
5. (Relevant experience, e.g., in directing marketing efforts for fifteen years)
6. (Specific impact, e.g., to increase your market share and penetration)

App. J Pg. 297

Letter B-F ... Follow-up Cover Letter in Response to Blind Ads

Your First, MI, and Last Name
Street/Mailing Address
City, ST Zip Code
Area Code and Phone Number
e-Mail Address

Date

(First, MI, and Last Name of Executive), (Title) OR (reference given in the ad)
(Mailing Address/PO Box)
(City, ST Zip Code)
(Dear Mr./Ms. Last Name OR Sir/Madam): OR (To whom it may concern):
Perseverance and persistence are important components of the work ethic. With me it's intuitive...I just hate
to give up! And this is why I am writing you a second time.
I wrote you initially a couple of weeks ago to let you know that your ad in the (1) issue of the (2) for the
position of (3) certainly caught my attention! Based on the opportunity description and qualifications, I have a strong
interest in working with you. Perhaps you can now understand why I am enthusiastic about meeting you.
Your requirements (4) very closely match my qualifications. I am confident that my experience (5) would
allow me to make an immediate and significant contribution (6). My enclosed resume briefly describes some of my
relevant accomplishments.
It was my expectation that I could have at least spoken with you by now. Perhaps a number of considerations
have prevented this from happening. Regardless of the circumstances, I still have a strong interest in working with
you. I would like to meet with you for 20-30 minutes to explain why, and show you what I can do for you.
I look forward to hearing from you at your earliest convenience. If we are unable to meet, an acknowledgment that you received my letter and resume would be appreciated.
Sincerely,

Your First, MI, and Last Name

Enclosure: Resume

App. J Pg. 298

Letter C ... Cover Letter to Recruiters

Your First, MI, and Last Name
Street/Mailing Address
City, ST Zip Code
Area Code and Phone Number
e-Mail Address

Date

(First, MI, and Last Name of Individual), (Title)

(Name of Organization)
(Street/Mailing Address)
(City, ST Zip Code)
Dear (Mr./Ms. Last Name):
It was suggested that I send you a copy of my resume. My geographic preference is (your most narrow
preference, e.g., Salt Lake City OR the Greater Salt Lake City metropolitan area), but I am willing to consider other
options, including (your broadest preference, e.g., Utah OR the Rocky Mountain States OR anywhere in the West).
My financial needs are in the (give a range, e.g., $40K+ OR $50's OR $40 to 60K range).
If you feel that my qualifications currently match the needs of any of your clients, I look forward to hearing
from you within the next two weeks. If not, please keep my resume for future possibilities.
Sincerely,

Your First, MI, and Last Name

Enclosure: Resume

App. J Pg. 299

Letter D ... Cover Letter to References

Your First, MI, and Last Name
Street/Mailing Address
City, ST Zip Code
Area Code and Phone Number
e-Mail Address

Date

(First, MI, and Last Name of Individual), (Title)

(Name of Organization)
(Street/Mailing Address)
(City, ST Zip Code)
Dear (First Name OR Mr./Ms. Last Name):
Thank you for agreeing to be a reference during my job search. References are usually not called upon until
the negotiation stage, but at that point, an enthusiastic endorsement can make all the difference. If you are contacted
by a potential employer, I would appreciate hearing from you. This would help me in the final stages of negotiation.
So that you will know what I am saying about myself, I have enclosed a copy of my resume. I hope you agree
that it helps to put my best foot forward, and any suggestions would be most helpful.
I have contacted a number of (specific industries or fields, e.g., healthcare OR software) organizations, the
names of which have surfaced as the result of research and referral. However, despite this effort, there are obviously
opportunities about which I might not be aware. And this is where you could be of additional help.
You may know of individuals (specific industries or fields, e.g., in healthcare OR software), or (specific
industries or fields, e.g., healthcare OR software) organizations, that just might have a need for someone with my
ability (specific impact, e.g., to increase market share and penetration). If so, I'd appreciate you letting me know of
any thoughts as to organizations I should contact, or even better, people I should see. I will call you in a few days
to discuss any possibilities that come to mind. You can be sure that I will acknowledge any suggestions you send my
way. Thanks again for your help.
Sincerely,

Your First, MI, and Last Name

Enclosure: Resume

App. J Pg. 300

Letter E ... Cover Letter to Friends and Acquaintances

Your First, MI, and Last Name
Street/Mailing Address
City, ST Zip Code
Area Code and Phone Number
e-Mail Address

Date

(First, MI, and Last Name of Individual), (Title)

(Name of Organization)
(Street/Mailing Address)
(City, ST Zip Code)
Dear (First Name OR Mr./Ms. Last Name):
You know as well as I do, that perseverance and persistence are important components of a job search. But
they alone are not enough to be successful in a tough job market, and I can use all the help I can get. So that you will
know what I am saying about myself, I have enclosed a copy of my resume. I hope you agree that it helps to put my
best foot forward, and any suggestions would be most helpful.
I have contacted a number of (specific industries or fields, e.g., healthcare OR software) organizations, the
names of which have surfaced as the result of research and referral. However, despite this effort, there are obviously
opportunities about which I might not be aware. And this is where you could be of real help.
You may know of individuals (specific industries or fields, e.g., in healthcare OR software), or (specific
industries or fields, e.g., healthcare OR software) organizations, that just might have a need for someone with my
ability (specific impact, e.g., to increase market share and penetration). If so, I'd appreciate you letting me know of
any thoughts as to organizations I should contact, or even better, people I should see. I will call you in a few days
to discuss any possibilities that come to mind. You can be sure that I will acknowledge any suggestions you send my
way. Thanks again for your help.
Sincerely,

Your First, MI, and Last Name

Enclosure: Resume

App. J Pg. 301

Letter F ... Cover Letter to Influential Persons and Referrals

Your First, MI, and Last Name
Street/Mailing Address
City, ST Zip Code
Area Code and Phone Number
e-Mail Address

Date

(First, MI, and Last Name of Individual), (Title)

(Name of Organization)
(Street/Mailing Address)
(City, ST Zip Code)
Dear (Mr./Ms. Last Name):
(John Doe of XYZ Organization referred me to you). As an influential person in a leadership position, would
you perhaps know of individuals (specific industries or fields, e.g., in healthcare OR software), or (specific industries
or fields, e.g., healthcare OR software) organizations, that just might have a need for someone with my ability
(specific impact, e.g., to increase market share and penetration)?
If so, you just may be able to favor us both by sharing any thoughts as to organizations I should contact, or
even better, people I should see. My resume briefly describes some of my relevant accomplishments.
I will call you in a few days to discuss any possibilities that come to mind. You can be sure that I will
acknowledge any suggestions you send my way. Thanks again for your help.
Sincerely,

Your First, MI, and Last Name

Enclosure: Resume

App. J Pg. 302

Letter G ... Introduction Letter for Imminent Opportunities

Your First, MI, and Last Name
Street/Mailing Address
City, ST Zip Code
Area Code and Phone Number
e-Mail Address

Date
(First, MI, and Last Name of Executive), (Title)
(Name of Organization)
(Street/Mailing Address)
(City, ST Zip Code)
Dear (Mr./Ms. Last Name):
(1) has been of interest to me for some time now. As a matter of fact, I have a strong interest in working with
you. Perhaps you can now understand why I am enthusiastic about finding your article in the (2) issue of the (3)
regarding your (4). (This opening has to be specific to get attention and interest.)
(5) I am confident that my experience (6) would allow me to make an immediate and significant contribution
(7). Some of my relevant accomplishments:
Developed .... (PAR's from resume)
Increased ....
Doubled ....
Turned around ....
Since I have such a strong interest in working with you, I would like to explain why, and show you what I
can do for you. I will call you in a few days to schedule a 20-30 minute appointment. I look forward to speaking with
you soon.
Sincerely,

Your First, MI, and Last Name

1. (Name of organization, e.g., XYZ Corporation)
2. (Date of issue, e.g., August 5, 1994)
3. (Name of publication, e.g., Salt Lake Tribune)
4. (Describe change, e.g., recent expansion)
5. (Relate your skills to their needs as revealed in the article, e.g., Expanding into new territories with new products
is a challenging marketing opportunity.)
6. (Relevant experience, e.g., in directing marketing efforts for fifteen years)
7. (Specific impact, e.g., to increase your market share and penetration)

App. J Pg. 303

Letter G-F ... Follow-up Cover Letter for Imminent Opportunities

Your First, MI, and Last Name
Street/Mailing Address
City, ST Zip Code
Area Code and Phone Number
e-Mail Address

Date

(First, MI, and Last Name of Executive), (Title)

(Name of Organization)
(Street/Mailing Address)
(City, ST Zip Code)
Dear (Mr./Ms. Last Name):
Perseverance and persistence are important components of the work ethic. With me it's intuitive...I just hate
to give up! And this is why I am writing you a second time.
I wrote you initially a couple of weeks ago to let you know that (1) has been of interest to me for some time.
As a matter of fact, I have a strong interest in working with you. Perhaps you can now understand why I am
enthusiastic about finding your article in the (2) issue of the (3) regarding your (4).
(5) I am confident that my experience (6) would allow me to make an immediate and significant contribution
(7). My resume briefly describes some of my relevant accomplishments.
It was my expectation that I could have at least spoken with you by now. Perhaps a number of considerations
have prevented this from happening. Regardless of the circumstances, I still have a strong interest in working with
you. I would like to meet with you for 20-30 minutes to explain why, and show you what I can do for you.
I look forward to hearing from you at your earliest convenience. If we are unable to meet, an acknowledgment that you received my letter and resume would be appreciated.
Sincerely,

Your First, MI, and Last Name

Enclosure: Resume

App. J Pg. 304

Letter H ... Introduction Letter to Primary Employers

Your First, MI, and Last Name
Street/Mailing Address
City, ST Zip Code
Area Code and Phone Number
e-Mail Address

Date

(First, MI, and Last Name of Executive), (Title)

(Name of Organization)
(Street/Mailing Address)
(City, ST Zip Code)
Dear (Mr./Ms. Last Name):
(1) has been of interest to me for some time now. As a matter of fact, I have a strong interest in working with
you. Perhaps you can now understand why I am enthusiastic about meeting you.
I am confident that my experience (2) would allow me to make an immediate and significant contribution (3).
Some of my relevant accomplishments:
Developed .... (PAR's from resume)
Increased ....
Doubled ....
Turned around ....
Since I have such a strong interest in working with you, I would like to explain why, and show you what I
can do for you. I will call you in a few days to schedule a 20-30 minute appointment. I look forward to speaking with
you soon.
Sincerely,

Your First, MI, and Last Name

1. (Name of organization, e.g., XYZ Corporation)
2. (Relevant experience, e.g., in directing marketing efforts for fifteen years)
3. (Specific impact, e.g., to increase your market share and penetration)

App. J Pg. 305

Letter H-F ... Follow-up Cover Letter to Primary Employers

Your First, MI, and Last Name
Street/Mailing Address
City, ST Zip Code
Area Code and Phone Number
e-Mail Address

Date

(First, MI, and Last Name of Executive), (Title)

(Name of Organization)
(Street/Mailing Address)
(City, ST Zip Code)
Dear (Mr./Ms. Last Name):
Perseverance and persistence are important components of the work ethic. With me it's intuitive...I just hate
to give up! And this is why I am writing you a second time.
I wrote you initially a couple of weeks ago to let you know that (1) has been of interest to me for some time.
As a matter of fact, I have a strong interest in working with you. Perhaps you can now understand why I am
enthusiastic about meeting you.
I am confident that my experience (2) would allow me to make an immediate and significant contribution (3).
My resume briefly describes some of my relevant accomplishments.
It was my expectation that I could have at least spoken with you by now. Perhaps a number of considerations
have prevented this from happening. Regardless of the circumstances, I still have a strong interest in working with
you. I would like to meet with you for 20-30 minutes to explain why, and show you what I can do for you.
I look forward to hearing from you at your earliest convenience. If we are unable to meet, an acknowledgment that you received my letter and resume would be appreciated.
Sincerely,

Your First, MI, and Last Name

Enclosure: Resume
1. (Name of organization, e.g., XYZ Corporation)
2. (Relevant experience, e.g., in directing marketing efforts for fifteen years)
3. (Specific impact, e.g., to increase your market share and penetration)

App. J Pg. 306

Letter I ... Cover Letter to Secondary Employers

Your First, MI, and Last Name
Street/Mailing Address
City, ST Zip Code
Area Code and Phone Number
e-Mail Address

Date

(First, MI, and Last Name of Executive), (Title)

(Name of Organization)
(Street/Mailing Address)
(City, ST Zip Code)
Dear (Mr./Ms. Last Name):
(1) has been of interest to me for some time now. As a matter of fact, I have a strong interest in working with
you. Perhaps you can now understand why I am enthusiastic about meeting you.
I am confident that my experience (2) would allow me to make an immediate and significant contribution (3).
My resume briefly describes some of my relevant accomplishments.
Since I have such a strong interest in working with you, I would like to meet with you for 20-30 minutes to
explain why, and show you what I can do for you.
I look forward to hearing from you at your earliest convenience. If we are unable to meet, a mere acknowledgment that you received my letter and resume would be appreciated.
Sincerely,

Your First, MI, and Last Name

Enclosure: Resume
1. (Name of organization, e.g., XYZ Corporation)
2. (Relevant experience, e.g., in directing marketing efforts for fifteen years)
3. (Specific impact, e.g., to increase your market share and penetration)

App. J Pg. 307

Letter I-F ... Follow-up Cover Letter to Secondary Employers

Your First, MI, and Last Name
Street/Mailing Address
City, ST Zip Code
Area Code and Phone Number
e-Mail Address

Date

(First, MI, and Last Name of Executive), (Title)

(Name of Organization)
(Street/Mailing Address)
(City, ST Zip Code)
Dear (Mr./Ms. Last Name):
Perseverance and persistence are important components of the work ethic. With me it's intuitive...I just hate
to give up! And this is why I am writing you a second time.
I wrote you initially a couple of weeks ago to let you know that (1) has been of interest to me for some time.
As a matter of fact, I have a strong interest in working with you. Perhaps you can now understand why I am
enthusiastic about meeting you.
I am confident that my experience (2) would allow me to make an immediate and significant contribution (3).
I have enclosed another copy of my resume which briefly describes some of my relevant accomplishments.
It was my expectation that I could have at least spoken with you by now. Perhaps a number of considerations
have prevented this from happening. Regardless of the circumstances, I still have a strong interest in working with
you. I would like to meet with you for 20-30 minutes to explain why, and show you what I can do for you.
I look forward to hearing from you at your earliest convenience. If we are unable to meet, an acknowledgment that you received my letter and resume would be appreciated.
Sincerely,

Your First, MI, and Last Name

Enclosure: Resume
1. (Name of organization, e.g., XYZ Corporation)
2. (Relevant experience, e.g., in directing marketing efforts for fifteen years)
3. (Specific impact, e.g., to increase your market share and penetration)

App. J Pg. 308

Letter J ... Consultant's Introduction Letter

Your First, MI, and Last Name
Street/Mailing Address
City, ST Zip Code
Area Code and Phone Number
e-Mail Address

Date
(First, MI, and Last Name of Executive), (Title)
(Name of Organization)
(Street/Mailing Address)
(City, ST Zip Code)
Dear (Mr./Ms. Last Name):
By now, you must be familiar with the (XYZ) success story. Allow me to introduce myself. My name is
(Your Name). I have been the one responsible for the successful increase of customer satisfaction at (XYZ), to the
extent that we set a new standard of excellence in customer satisfaction. I have been consistently successful at
increasing customer satisfaction with corresponding increased revenues and profits within one year.
Your organization has come to our attention as an industry leader with significant growth potential. We have
been observing with great interest your operations and facilities for some time now. And, I have a feeling that you
will be very interested in our observations.
As a business development firm, we have built successful organizations, and we know what it takes. Unless
I miss my guess, you probably have concerns in a number of areas. Which of the following would be your most
pressing concern?

Increasing customer satisfaction?

Increasing profitability?
Increasing market share and penetration?
Reducing or controlling costs?

Increasing cash flow?

Increasing revenues?
Increasing productivity?
By how much?

In these and in several additional areas we have already proven that we can generate results. Satisfaction and
results guaranteed. Due to our win-win ethic, we work on a one-third retainer, two-thirds incentive.
I will call you in a few days to explore your most pressing concerns. A short conversation will no doubt tell
us whether we would have a basis for a personal meeting. I look forward to speaking with you soon.
Sincerely,

Your First, MI, and Last Name

App. J Pg. 309

Letter K ... Follow-up Thank You Letter after an Interview

Your First, MI, and Last Name
Street/Mailing Address
City, ST Zip Code
Area Code and Phone Number
e-Mail Address

Date

(First, MI, and Last Name of Executive), (Title)

(Name of Organization)
(Street/Mailing Address)
(City, ST Zip Code)
Dear (Mr./Ms. Last Name):
Thank you for a productive and insightful discussion (1). I am now even more convinced that your
(organization's) sound reputation is well deserved. I understand your situation and concerns about (2), and want very
much to be a part of the (3) success story. The opportunity of (4) for you is very exciting to me. This is just the kind
of opportunity I am looking for.
To re-emphasize some of my strong points we discussed during the meeting, I ... (emphasize your relevant
experience and list two or three of your demonstrated skills which would be of benefit and particular interest to the
recipient of this letter. Be brief, specific and to the point.)
I can do the job. My confidence in my ability to meet your expectations is a (nine). And, it is exactly what
I want to do...a perfect fit. My enthusiasm is a (nine). What else would it take to convince you that you should hire
me?
I look forward to...(hearing from you on Friday/continued communication with you, or state what is
appropriate to your understanding with the individual).
Sincerely,

Your First, MI, and Last Name

1. (Date of meeting, e.g., yesterday/last Wednesday/August 5th)
2. (Specific concerns, e.g., growth/cash flow/profits/increasing market share/turnover)
3. (Name of organization, e.g., XYZ Corporation)
4. (Describe specific opportunity, e.g., directing marketing efforts and increasing market share and penetration)
(Note The purpose of this letter is to win the confidence and enthusiasm of the decision maker. It should emphasize
the strengths and minimize the deficiencies that surfaced during the meeting. Focus on your solution to their
problem.)

App. J Pg. 310

Appendix K
Sample Contact/Word Processing Card

Organization
Date of letter
Address

Date mailed
Follow up date

PO Box

Follow up method
City

State/Zip Code

Phone
(
)

Extension

Contact

Title/Nickname

Contact

Title/Nickname

Letter Type:
Ad
Blind Ad
Recruiter
Reference
Friend/Acquaintance
Influential
Imminent Opportunity
Primary Employer
Secondary Employer
Consulting Letter
Follow-up Thank You

Secretary/Receptionist
Interview Date/Time
Status: Active/Pending/Dead
Notes:

App. K Pg. 311

A / A-F
B / B-F
C
D
E
F
G / G-F
H / H-F
I / I-F
J
K

Appendix L
Sources of Job Announcements

This sample listing of periodicals is intended to be only a guide, not a complete listing. These sources of
lesser-known job announcements, categorized by occupation, are also excellent sources of technical, trade,
professional, career and industry information. Check with your local library to see if it subscribes to any of the
following magazines and trade journals. Additional sources of listings and information can be found in Working
Press of the Nation, Volume 2, Gale Directory of Publications, SRDS Business Publication Rates and Data, and
Association Periodicals.
Periodicals
AIM Career Exchange Clearinghouse
CPA Journal
Commercial West
Credit Union Magazine
Internal Auditor
Job Finder
Job Openings for Economists
Journal of Accountancy
National Review
National Underwriter

Financial, Data Processing, and Office Occupations

Managers of information
Accountants, tax specialists
Bank managers, loan officers, controllers
Credit collection/credit union managers
Staff and operational auditors
Public administrators and researchers
Economists
CPA's, controllers, tax specialists
Secretaries
Insurance underwriters, auditors, controllers

Periodicals
Audio
Cable Communications Magazine
Career Training
Construction Bulletin
Contract Engineer Weekly
Electronic News
Electronics & Wireless World
Flying
Graphic Arts Monthly
Helping Out in the Outdoors
Horticulture
Journal of Forestry
Karter News
Official Guide to Airline Careers
Pit and Quarry
Railway Age
Textile World

Skilled Trade/Technical Occupations

Radio/TV repair persons, hi-fi technicians
Installers, technicians
All trade and technical positions
Contractors, estimators
Engineers
Electronic technicians, logistics engineers
Electronic technicians, test engineers
Pilot, airline positions
Print managers, offsetters, color technicians
Volunteers in national parks and forests
Gardeners, caretakers, horticulturists
Foresters, forest technicians
Raceway information
Airline positions
Mining and mechanical engineers
Railroad engineers, car repairers
Textile production specialists

Periodicals
American Journal of Nursing
American Journal of Public Health
American Psychological Association Monitor
American Statistician
Archaeology

Scientific/Technical Occupations
Nurses, nursing assistants
Health educators, microbiologists
Psychologists, professors, researchers
Statisticians, computer programmers
Archaeologists, student excavators

App. L Pg. 312

Sources of Job Announcements

Aviation Week and Space Technology

Chemical and Engineering News
Computing
Data Communications
Economist
Food Technology
Hospitals
Journal of the American Medical Association
Journal of the American Veterinary Medical
Association
Mechanical Engineering
Modern Plastics
New Scientist
Nursing Outlook
Oil and Gas Journal
Opportunities in Science & Engineering
Peterson's Engineering, Science & Computer
Jobs
Physics Today
Recruitment Directions
Science
Technological Marketplace
Traffic Engineering
Periodicals
ASHA
Academic Journal
Camping Magazine
Child and Youth Care Quarterly
Christian Century
Chronicle of Higher Education

Aeronautical engineers, structural analysts

Chemists, engineers, lab assistants
Systems analysts, technical writers
Telecommunication engineers
Economists, lecturers, researchers
Dietitians, food research specialists
Family practitioners, pharmacists
Surgeons, internists, medical assistants,
Veterinarians, veterinary assistants
Nuclear, aeronautical engineers
Chemical, design engineers
Chemists, physicists, medical lab techs
Public health nurses, nurses
Geophysicists, drillers
Scientists and engineers
Engineers, scientists & DP professionals in
manufacturing, research, consulting, government
Physicists, astronomers
Healthcare professionals
Anatomists, biochemists, researchers, toxicologists,
pharmacologists, scientists
Scientists and Engineers
Traffic/civil engineers

Employment Bulletin
Employment Opportunities
Guide Post
Learning
Mathematics Teacher
National Employment Listing Service for the
Criminal Justice System & Social Services
Social Casework
Social Service Jobs
Teacher Supply-Demand
Teaching Opportunities Overseas Bulletin

Educational/Social Welfare Occupations

Audiologists, speech pathologists
Educators
Recreation workers, counselors
Youth/child care workers, house parents
Ministers
Guidance counselors, psychologists, professors,
educators
Sociologists, social workers, psychologists
Educators in community arts
Guidance counselors, personnel administrators
Elementary/secondary school teachers
Math teachers
Social workers, law enforcement officers,
criminologists
Social workers, agency directors
Social workers, psychologists, counselors
Educators
Educators

Periodicals
Advertising Age
American Artist
Art and Artists

Artistic, Musical and Literary Occupations

Graphic designers, typesetters, business directors
Sculptors, free lance artists
Sculptors, free lance artists

App. L Pg. 313

The Job Seekers Bible - How to Create Your Dream Job and Get It

ArtSearch
Broadcasting
College and Research Libraries News
Creative Photography
Dance Magazine
Editor and Publisher
Film and Video News
Language Arts
Library Journal
Media and Methods
New Republic
Plays and Players
Publisher's Weekly
Quill
Variety
Writer's Digest

Performing artists
TV station managers, newscasters
Librarians
Photographers, photo competitors
Choreographers, dance instructors
Reporters, editors, circulation managers
Animators, cinematography instructors
Writers
Librarians
Free lance writers, media specialists
Editors, faculty positions
Actors, scriptwriters, free lance researchers
Editors
Free lance writers, correspondents
Actors, dancers, performers
Screenwriters, ghost writers

Periodicals
Affirmative Action Register
Chilton's Hardware Age
Consulting Opportunities Journal
Dealerscope Merchandising
Forbes
Getting Jobs
Hotel and Motel Management
Insurance Advocate
Law Institute Journal
Legal Times
Life Insurance Selling
Modern Materials Handling
Nation's Cities Weekly
National Business Employment Weekly
Now Hiring
Official Guide to Flight Attendants Careers
Official Guide to Food Service & Hospitality
Management Careers
Official Guide to Travel Agent & Travel
Careers
Personnel Administrator
Peterson's Guide to Business & Management
Jobs
Public Relations Journal
Purchasing
Restaurants and Institutions
Success
Vending Times
Wall Street Journal

Managerial and Sales Occupations

EEO Recruitment
Retail management
Consultants
Marketing reps, sales agents
Business/sales positions
Fashion Merchandisers
Hotel managers, housekeepers, caterers
Brokers, field reps, underwriters
Attorneys, faculty positions
Attorneys, administrative assistants
Insurance agents
Sales managers
City planners, finance directors
Business managers, professional, technical
Lawyers in government
Flight attendants
Food service and hospitality positions

Periodicals

General and Special Interest

Travel agents and related positions

Labor relations managers, personnel assistants
Business management
Public information directors, wordsmiths
Purchasing agents, buyers
Maitre d's, chefs, restaurant managers
Entrepreneurs, executives, sales professionals
Retail managers, retail workers
Business managers, professional, technical

App. L Pg. 314

Sources of Job Announcements

Association of Part-Time Professionals National

Newsletter
Black Careers
Business Week Careers
College Placement Council National Directory

Career Opportunities News

Careers & The Handicapped
Directory of Special Opportunities for Women
Disabled
Federal Career Opportunities
Hispanic Times Magazine
International Employment Hotline
Internships
Job Catalog
Job Prospector: New England Edition
Jobless Newsletter
Jobmart
MLA Job Information Lists
National Ad Search
Professional Careers Magazine
Summer Employment Directory of the United
Winds of Change

Part-time professionals
Blacks and minorities
College students and young professionals
Information on 2,300 colleges, 2,100 employers, 8,000
personnel people; for college students and young
professionals
General
Handicapped and the disadvantaged
Women
Disabled
General
Hispanics, American Indians
General overseas
General, business to science to theater
Regional, Washington, DC & Baltimore
General
Unemployed
General
Modern linguists
General
Professionals
50,000 summer jobs at resorts, camps, parks, States
hotels, businesses, etc.
Native Americans

App. L Pg. 315

Bibliography

Career Management and the Job Search

The Career/Life Planning Profiles, For Use With Personality Type and the MBTI by Paul D. Tieger and Barbara
Barron-Tieger. 1992
Careers, 80-81: A Human Resource Consultant's View of Career Management & a Guide to 600 Current Books
& Articles by Donald B. Miller. Vitality Associates: 1980
Dictionary of Holland Occupational Codes compiled by Gary D. Gottfredson, John L. Holland and Deborah
Kimiko Ogawa. Consulting Psychologists Press, Inc.: 1982
Dictionary of Occupational Titles (DOT). U.S. Government Printing Office: 1984/1986
Do What You Are - Discover the Perfect Career for You Through the Secrets of Personality Type by Paul D.
Tieger and Barbara Barron-Tieger. Little, Brown and Company: 1992
Executive Summary, Job Service Study. Virginia Employment Commission: 1988
Gifts Differing by Isabel Briggs Myers with Peter B. Myers. Consulting Psychologists Press: 1986
Go Hire Yourself an Employer by Richard K. Irish. Anchor Press: 1978
How to Get a Better Job Quicker by Richard A. Payne. Mentor/NAL Penguin Inc.: 1988
Introduction To Type by Isabel Briggs Myers. Consulting Psychologists Press, Inc.: 1986
Making Vocational Choices: A Theory of Vocational Personalities and Work Environments by John L. Holland.
Prentice Hall, Inc.: 1973
Megatrends by John Naisbitt. Warner Books, Inc.: 1984
National Business Employment Weekly. Dow Jones and Company, Inc.: Weekly
Occupational Outlook Handbook. U.S. Government Printing Office: 1986
One-on-One: Win the Interview, Win the Job by Theodore Pettus. Random House: 1981
Parting Company: How to Survive the Loss of a Job and Find Another Successfully by William J. Morin/James C.
Cabrera. Harcourt Brace Jovanovich, Publishers: 1982
Please Understand Me: Character and Temperament Types by David Keirsey and Marilyn Bates. Prometheus
Nemesis Book Company: 1984

Bib. Pg. 316

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Recruiting Workers, National Center for Research in Vocational Education, Ohio State University. National
Commission on Employment Policy: 1983
The Professional Job Changing System by Robert J. Gerberg. Performance Dynamics Publishing, Inc.: 1984
What Color is Your Parachute? by Richard N. Bolles. Ten Speed Press: Annual
Who's Hiring Who? by Richard Lathrop. Ten Speed Press: 1977
Personal Success and Marketing
Confessions of an Advertising Man by David Ogilvy. Atheneum: 1988
Dress for Success by John T. Molloy. Warner Books, Inc.: 1976
Handbook of Business Letters by L. E. Frailey. Prentice Hall, Inc.: 1965
How to Win Friends and Influence People by Dale Carnegie. Pocket Books: 1964
INC. Magazine, "The Rise and Fall of Everybody" by David L. Birch: Sep/Oct 1987
Marketing Manager's Handbook. Dartnell Press: 1984
Standard Industrial Classification (SIC) Manual. U.S. Government Printing Office: 1972
The Successful Promoter: 100 Surefire Ideas for Selling Yourself, Your Product, Your Organization by Ted
Schwarz. Contemporary Books, Inc.: 1976
The 5 Great Rules of Selling by Percy H. Whiting. Dale Carnegie and Associates: 1978
Think and Grow Rich by Napoleon Hill. Ballantine Books: 1975
You Can Negotiate Anything by Herb Cohen. Bantam Books, Inc.: 1982
Financial and Stock Reports
Moody's Stock Reports. Moody's Investors Service: Annual
Standard and Poor's Stock Reports. Standard and Poor's Corporation: Annual
Value Line Investment Survey. Value Line, Inc.: Annual
General References and Directories
Books in Print. R.R. Bowker Company: Annual
Directories in Print, formerly Directory of Directories. Gale Research Inc.: Annual
Encyclopedia of Business Information Sources. Gale Research Inc.: Annual

Bib. Pg. 317

The Job Seekers Bible - How to Create Your Dream Job and Get It

Finding Facts Fast: How to Find Out What You Want and Need to Know by Alden Todd. Ten Speed Press: 1979
How to Find Information About Companies. Washington Researchers Publishing: 1988
Knowing Where to Look by Lois Horowitz. Writer's Digest Books: 1984
National Directory of Addresses and Telephone Numbers. General Information, Inc.: Annual
Publishers Trade List Annual. R.R. Bowker: Annual
Reader's Guide to Periodical Literature. H.W. Wilson Co.: Annual
Serials Directory. EBSCO Publishing: Annual
Small Business Information Source Book by Adrian A. Paradis. Betterway Publications, Inc.: 1987
The Standard Periodical Directory. Oxbridge Communications: Annual
Ulrich's International Periodicals Directory. R.R. Bowker: Annual
Business Directories
Career Guide: Dun's Employment Opportunities Directory. Dun's Marketing Services: Annual
Directory of Corporate Affiliations. National Register Publishing Co., Inc.: Annual
Dun and Bradstreet Reference Book. Dun & Bradstreet Credit Services: Annual
Dun's America's Corporate Families. Dun's Marketing Services: Annual
Dun's Million Dollar Directory. Dun's Marketing Services: Annual
Dun's Reference Book of Corporate Managements. Dun's Marketing Services: Annual
Fortune Directory. Time Inc.: Annual
Moody's Complete Corporate Index. Moody's Investors Service: Triennial
Standard & Poor's Register of Corporations, Directors, and Executives. Standard and Poor's Corporation: Annual
On-Line Databases and Mailing Lists
DMA's List Brokers/Compilers/Managers. Direct Marketing Association: Annual
Dun's Business Identification Service (Microfiche). Dun's Marketing Services
Dun's Decision Makers. Dun's Marketing Services
Dun's Market Identifiers. Dun's Marketing Services

Bib. Pg. 318

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Directory of On-Line Databases. Cuadra Associates, Inc.

Encyclopedia of Information Systems and Services. Gale Research Inc.: Annual
Sales Prospector. Prospector Research Services, Inc.: Monthly
SRDS Direct Mail List Rates & Data. Standard Rate and Data Service, Inc.: Annual
Industry and Trade Directories
American Hospital Association Guide to the Health Care Field. American Hospital Association: Annual
Dun's Electronics Marketing Directory. Dun's Marketing Services: Annual
Dun's Guide to Healthcare Companies. Dun's Marketing Services: Annual
Dun's Industrial Guide: The Metalworking Directory. Dun's Marketing Services: Annual
Encyclopedia of Associations. Gale Research Inc.: Annual
National Trade and Professional Associations of the U.S. Columbia Books Inc.: Annual
Organizations Master Index. Gale Research Inc.: 1987
Pharmaceutical Marketers Directory. C.P.S. Communications: Annual
Thomas Register of American Manufacturers and Thomas Register Catalog File. Thomas Publishing Co.: Annual
Thomas Register's Guide to Data/Information Processing Products, Systems, Services. Thomas Publishing Co.:
Annual
Professional and Specialized Directories
Accounting Firms and Practitioners. American Institute of Certified Public Accountants: Annual
American Bank Directory. McFadden Business Publications: Annual
Business Organizations, Agencies, and Publications Directory. Gale Research Inc.: 1986
Consultants and Consulting Organizations Directory. Gale Research Inc.: Annual
Corporate Finance Sourcebook. National Register Publishing Co., Inc.: 1987
Dun's Consultants Directory. Dun's Marketing Services: Annual
Engineering Research Centres: A World Directory of Organizations and Programmes. Longman Group Ltd.:
1984
Lawyer's Register by Specialties and Fields of Law, including a Directory of Corporate Counsel. The Lawyer to

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The Job Seekers Bible - How to Create Your Dream Job and Get It

Lawyer Consultation Panel, Inc.: Annual

Moody's Manual of Investments, American and Foreign. Moody's Investors Service: Annual
National Venture Capital Association Membership Directory. National Venture Capital Association: Annual
Pratt's Guide to Venture Capital Sources. Venture Economics: 1986
Rand McNally International Bankers Directory. Rand McNally & Co.: Semiannual
Standard Directory of Advertisers. National Register Publishing Co., Inc.: Annual
Standard Directory of Advertising Agencies. National Register Publishing Co., Inc.: Annual
Business, Professional, Trade Publications
Applied Science and Technology Index. H.W. Wilson Co.: Monthly
Association Periodicals. Gale Research Inc.: Annual
Business Periodicals Directory. H.W. Wilson Co.: Annual
Gale Directory of Publications. Gale Research Inc.: Annual
Guide to U.S. Government Publications. Documents Index, Inc.: 1987
Index Medicus. U.S. Printing Office: Monthly
Magazine Index. Information Access Corp.: Annual
New York Times Index. The New York Times Company: Semimonthly
Predicasts F&S Index for the United States. Predicasts: Annual
SRDS Business Publications Rates and Data. Standard Rate and Data Service, Inc.: Annual
Standard and Poor's Corporation Records. Standard and Poor's Corporation: Annual
Standard and Poor's Industry Surveys. Standard and Poor's Corporation: Annual
Wall Street Journal Index. Dow Jones & Co.: Monthly
Working Press of the Nation. The National Research Bureau: Annual

Bib. Pg. 320

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Geographic Directories
Dun's Microcosm. Dun's Marketing Services: Annual
Encyclopedia of Geographic Information Sources (Companion to Encyclopedia of Business Information Sources).
Gale Research Inc.: 1987
SRDS Newspaper Rates and Data. Standard Rate and Data Service, Inc.: Annual
Thomas Regional Industrial Purchasing Guides. Thomas Publishing Co.: Annual
International Directories
Australian Key Business Directory. Dun and Bradstreet: Annual
Canadian Key Business Directory. Dun and Bradstreet Canada Ltd.: Annual
Directory of American Firms Operating in Foreign Countries. World Trade Academy Press, distributed by Simon
& Schuster: Annual
Dun's America's Corporate Families. Dun's Marketing Services: Annual
International Directory of Corporate Affiliations. National Register Publishing Co., Inc.: Annual
Key British Enterprises. Dun and Bradstreet: Annual
Trade Show Exhibitor Directories
Trade Shows and Professional Exhibits Directory. Gale Research Inc.: Annual

Bib. Pg. 321

Index

Accomplishments
Reviewing Newspaper Classified . . . . . . . . . . . 31
a Basis for a Salary Offer . . . . . . . . . . . . . . . . 217 Advertise
avoid the word "we" . . . . . . . . . . . . . . . . . . . . . 47
as a last resort . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Career Highlights . . . . . . . . . . . . . . . . . . . . . . . . 54
Competing for Advertised Positions . . . . . . . . . 66
Career Values . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Employers Advertise So Few . . . . . . . . . . . . . . 10
Descriptors From Past . . . . . . . . . . . . . . . . . . . . 41
few advertised positions . . . . . . . . . . . . . . . . . . 66
Don't have many major . . . . . . . . . . . . . . . . . . 224
first or second week of your campaign . . . . . . 154
Elicit a firm offer from the employer . . . . . . . 219
for which you feel 80% qualified . . . . . . . . . . 154
give each reference an appropriate overview . . 74
Indication of Growing Needs . . . . . . . . . . . . . . 91
Items For Possible Negotiation . . . . . . . . . . . . 217
Newspapers . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88
Keeping References up to Date . . . . . . . . . . . . . 75
on-going part of your job search . . . . . . . . . . . 154
key personal descriptors . . . . . . . . . . . . . . . . . . 41
Only 1 in 5 to 20 jobs are ever advertised . . . . . 66
Key Personal Descriptors Menu . . . . . . . . . . . . 42
only if absolutely necessary . . . . . . . . . . . . . . . . 12
Lack of major . . . . . . . . . . . . . . . . . . . . . . . . . 191
Opportunity Window . . . . . . . . . . . . . . . . . . . . . 11
on the value of the job itself . . . . . . . . . . . . . . 217
respond to ads that are 12 weeks old . . . . . . . . 154
PAR Worksheet . . . . . . . . . . . . . . . . . . . . . . . . . 49
stumble into jobs because of . . . . . . . . . . . . . . . 15
rather than personal attributes . . . . . . . . . . . . . 173
that are not being advertised . . . . . . . . . . . . . . . 92
Starter Questions to Help Quantify Your . . . . . 42
your resume a one or two-page advertisement . 50
Take time to reevaluate . . . . . . . . . . . . . . . . . . 179 Agenda
What are some of your significant . . . . . . . . . . 175
13-Step Meeting Agenda . . . . . . . . . . . . . . . . . 172
What Obstacles Are In The Way? . . . . . . . . . . . 17
6 areas of concern . . . . . . . . . . . . . . . . . . . . . . 177
Ads . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154
legitimate agenda for a meeting . . . . . . . . . . . . 136
A Personal Marketing Plan of Action . . . . . . . 153
meet, with a specific agenda in mind . . . . . . . . . 79
Blind Ads . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154
parallel to that of a professional sales call . . . . 172
business display promotional ads . . . . . . . . . . . 32
Purpose of The Interview . . . . . . . . . . . . . . . . 172
Campaign Planning Schedule . . . . . . . . . . . . . 158
Thirteen-Step Agenda . . . . . . . . . . . . . . . . . . . 183
Classified Help Wanted . . . . . . . . . . . . . . . . . . . 92 Appearance
Cover Letter in Response to "Blind" . . . . . . . . . 58
Accessories . . . . . . . . . . . . . . . . . . . . . . . . . . . 170
Cover Letter in Response to Blind . . . . . . . . . 299
Appearance and Attitude . . . . . . . . . . . . . . . . . 173
firms running massive ads to recruit . . . . . . . . . 92
Appearance and first impressions . . . . . . . . . . . 69
first or second week of your campaign . . . . . . 154
avoid dandruff and a greasy . . . . . . . . . . . . . . 165
Follow-up Cover Letter in Response to . . . . . . 298
avoid the appearance of being desperate . . . . . . 69
for which you feel 80% qualified . . . . . . . . . . 154
Dress to Your Potential For Men . . . . . . . . . 163
If you feel 80% qualified . . . . . . . . . . . . . . . . . . 66
Dress to Your Potential For Women . . . . . . 168
key reason for running blind . . . . . . . . . . . . . . . 66
Establish rapport . . . . . . . . . . . . . . . . . . . . . . . 183
most effective and proactive approach . . . . 67
for a younger appearance . . . . . . . . . . . . . . . . . 165
Necessary information for responding to . . . . . 63
General Appearance . . . . . . . . . . . . . . . . . . . . 165
not more than 20% of the job opportunities . . . . 2
Hair Style . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 168
Regular Ads . . . . . . . . . . . . . . . . . . . . . . . . . . . 154
It Pays to Dress Well . . . . . . . . . . . . . . . . 163, 168
responding to three-month-old . . . . . . . . . . . . . 67
never be overwhelmed by your appearance . . 171

Index Pg. 322

Professional appearance . . . . . . . . . . . . . . . . . 152

professional image . . . . . . . . . . . . . . . . . . . . . . 168
Shoes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 170
Wardrobe And Appearance Checklist . . . 163, 168
Applications
completed in your own handwriting . . . . . . . . . 64
Completing Applications . . . . . . . . . . . . . . . . . . 64
different from most . . . . . . . . . . . . . . . . . . . . . . 92
information to take with you . . . . . . . . . . . . . . . 65
regarding your financial condition . . . . . . . . . . 64
tailored to fit the particular needs . . . . . . . . . . . 64
Appointment
"as if" she had an appointment . . . . . . . . . . . . . . 6
"imminent opportunities" . . . . . . . . . . . . . . . . . 88
13-Step Meeting Agenda . . . . . . . . . . . . . . . . . 172
Appointment, meeting, discussion . . . . . . . . . . . . 6
asking for more information . . . . . . . . . . . . . . 173
assess your wardrobe before . . . . . . . . . . . . . . 163
assess your wardrobe before you schedule . . . 168
be sure your car is washed and clean . . . . . . . . 166
Being aware of organization growth . . . . . . . . . 93
best way to go about getting the appointment? . . 6
carry a pocket dictionary . . . . . . . . . . . . . . . . . . 64
close by indicating that you will call . . . . . . . . 203
comment which stops you from . . . . . . . . . . . . 143
double your level of activity . . . . . . . . . . . . . . 152
employers primary purpose for scheduling . . . 19
face-to-face, not over the phone . . . . . . . . . . . 147
fewer and further between . . . . . . . . . . . . . . . . . . 2
Follow up by Phone . . . . . . . . . . . . . . . . . . . . . 203
Follow up on The Appointment . . . . . . . . . . . 182
follow up one to two weeks later . . . . . . . . . . . . 67
gather information and generate . . . . . . . . . . . . 89
Getting Hired for an Unadvertised Job . . . . . . . 12
Getting Organized . . . . . . . . . . . . . . . . . . . . . . . 63
handle it so that it does not get in the way . . . 145
How to Pursue an Imminent Opportunity . . . . . 92
If your written materials are deficient . . . . . . . . 60
Imminent Opportunities . . . . . . . . . . . . . . . . . . 155
Keep the momentum going . . . . . . . . . . . . . . . 145
know precisely what you have to offer . . . . . . . 40
Letter Writing Guidelines and Tips . . . . . . . . . . 59
Liabilities And Concerns . . . . . . . . . . . . . . . . . 189
loss of an appointment or job offer . . . . . . . . . . 65
Makeup ... Nails ... Perfume . . . . . . . . . . . . . . 169
most important appointment of your life . . . . . 167
Networking with Influentials and Referrals . . 155
One of the first things people notice . . . . . . . . 165
positive frame of mind before . . . . . . . . . . . . . 173
Practice role playing . . . . . . . . . . . . . . . . . . . . 156
Primary Employers . . . . . . . . . . . . . . . . . . . . . 156
Professionally handling that initial call . . . . . . 138

purpose of a resume is to generate . . . . . . . . . . . 50

purpose of the phone call . . . . . . . . . . . . . . . . . 146
pursuing imminent opportunities . . . . . . . . . . . . 87
put you in a positive frame of mind . . . . . . . . . 173
References should not be listed on a resume . . . 55
Regular Ads . . . . . . . . . . . . . . . . . . . . . . . . . . . 154
replace interview with . . . . . . . . . . . . . . . . . . . 5
rescheduling . . . . . . . . . . . . . . . . . . . . . . . . . . . 183
researching them before . . . . . . . . . . . . . . . . . . 134
schedule a 20-30 minute appointment . . . . . . . . 58
shave an hour or two before . . . . . . . . . . . . . . 165
shower in the morning . . . . . . . . . . . . . . . . . . . 165
simple marketing process that consists of . . . . . 13
Stockings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 169
stop talking and hang up. . . . . . . . . . . . . . . . . . 145
Success Story of How to Maximize . . . . . . . . 137
successful generating sufficient . . . . . . . . . . . . . 33
The Introduction Letter . . . . . . . . . . . . . . . . . . . 57
Thirteen-Step Agenda . . . . . . . . . . . . . . . . . . . 183
to explore the possibilities . . . . . . . . . . . . . . . . 147
Two Powerful Selling Tools . . . . . . . . . . . . . . 186
What Not to Do to Obtain . . . . . . . . . . . . . . . . 137
What to Do If You Have to Wait . . . . . . . . . . . 183
winning more appointments and job offers . . . . 33
Your most important appointment . . . . . . . . . . 164
Aptitude . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
ability to perform the required work . . . . . . . . . 21
contributors to misemployment . . . . . . . . . . . . . 15
convincingly describe your . . . . . . . . . . . . . . . . 40
hired based on your . . . . . . . . . . . . . . . . . . . . . . 21
hired based on your perceived . . . . . . . . . . . . . . 21
Assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152
employers want to know your . . . . . . . . . . . . . . 64
optimize your . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
References can be one of your most valuable . . 76
Attitude . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Appearance and Attitude . . . . . . . . . . . . . . . . . 173
Assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152
clues to help you get focused . . . . . . . . . . . . . . . 22
contributors to misemployment . . . . . . . . . . . . . 15
convincingly describe your . . . . . . . . . . . . . . . . 40
Criteria for Selecting References . . . . . . . . . . . . 72
Daily Checklist . . . . . . . . . . . . . . . . . . . . . . . . 156
desire and willingness to perform . . . . . . . . . . . 21
dramatic, positive impression . . . . . . . . . . . . . . 87
employment evaluations . . . . . . . . . . . . . . . . . . 21
Establish rapport . . . . . . . . . . . . . . . . . . . . . . . 183
personality is a composite of . . . . . . . . . . . . . . . 22
Positive Personal Characteristics . . . . . . . . . . . . 41
the right attitude . . . . . . . . . . . . . . . . . . . . . . . . 178
Three Selection Criteria . . . . . . . . . . . . . . . . . . . 21
Baby Boomers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Index Pg. 323

Begin at the End . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

negotiating compensation and benefits . . . . . . 125
Buyers Market . . . . . . . . . . . . . . . . . . . . . . . . . . . 1, 2
on the value of the job . . . . . . . . . . . . . . . . . . . 217
Career Change . . . . . . . . . . . . . . . . . . . . . . . . . 70, 198
Position Defined . . . . . . . . . . . . . . . . . . . . . . . . 11
Career Counseling . . . . . . . . . . . . . . . . . . . . . . . . . . 32
you desire in your next job . . . . . . . . . . . . . . . . 18
Career Options . . . . . . . . . . . . . . . . . . 29, 30, 264, 265 Competition
Career Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
buyer's market . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Begin at the End . . . . . . . . . . . . . . . . . . . . . . . . 17
can be discouraging . . . . . . . . . . . . . . . . . . . . . . . 2
First Step in Getting Focused . . . . . . . . . . . . . . 16
competition for such jobs was intense . . . . . . . . 78
industry is normally most important . . . . . . . . . 25
distinguish yourself from . . . . . . . . . . . . . . . . . 153
Proactive Model for . . . . . . . . . . . . . . . . . . . . . . 19
increase your marketability by avoiding . . . . . . 87
shortest distance between two points . . . . . . . . . 16
increases competition ... more than ever . . . . . . . 1
three essential Job Components of . . . . . . . . . . 19
Unprecedented Competition . . . . . . . . . . . . . . . . 1
Career Values . . . . . . . . . . . . . . . . . . . . . . . . . . . 16, 23
What sets you apart from your . . . . . . . . . . . . . 41
Carrot vs. the Stick . . . . . . . . . . . . . . . . . . . . . . . 4, 177 Confidence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2, 184
Cause . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23, 42, 229
13-Step Meeting Agenda . . . . . . . . . . . . . . . . . 172
Dedicated to a cause . . . . . . . . . . . . . . . . . . . . 242
answer difficult questions with greater . . . . . . . 40
Focusing on . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152
Generic Organizations with a Cause . . . . . . . . . 31
Avoid Disagreement . . . . . . . . . . . . . . . . . . . . 191
in pursuit of an ideal cause . . . . . . . . . . . . . . . 245
build greater confidence . . . . . . . . . . . . . . . . . 179
Sample Causes . . . . . . . . . . . . . . . . . . . . . . . . . . 30
build your power and confidence . . . . . . . . . . 147
Sample Organizations with a Cause . . . . . . . . . 31
Can you get the job done . . . . . . . . . . . . . 172, 175
Changing Economy . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Closing paragraph . . . . . . . . . . . . . . . . . . . . . . . 58
Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31, 183
confidence is a 10 . . . . . . . . . . . . . . . . . . . . . . 175
College Grads . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
confidence is at least "8" or higher . . . . . . . . . 175
Commitment . . . . . . . . . . . . . . . . . . . . . . . 23, 182, 185
core competencies . . . . . . . . . . . . . . . . . . . . . . 239
13-Step Meeting Agenda . . . . . . . . . . . . . . . . . 172
core functional competencies . . . . . . . . . . . . . 228
Ability to gain cooperation and . . . . . . . . . . . . 188
Daily Checklist . . . . . . . . . . . . . . . . . . . . . . . . 156
elicit a commitment . . . . . . . . . . . . . . . . . . . . . 182
demonstrating your . . . . . . . . . . . . . . . . . . . . . . 87
Get a commitment . . . . . . . . . . . . . . . . . . . . . . 157
determine your level of confidence . . . . . . . . . 175
Get it in WRITING . . . . . . . . . . . . . . . . . . . . . 212
Easily win confidence of others . . . . . . . . . . . . 43
permission to be a reference . . . . . . . . . . . . . . . 74
employer lacks confidence in you . . . . . . . . . . 179
reluctance in making . . . . . . . . . . . . . . . . . . . . 182
Engender confidence and respect . . . . . . . . . . . 43
What is the next step? . . . . . . . . . . . . . . . . . . . 172
Evaluating your confidence . . . . . . . . . . . . . . . 175
Compensation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 226
evidence of your confidence . . . . . . . . . . . . . . 181
10K Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . 125
If you are perceived to lack . . . . . . . . . . . . . . . 178
a Basis for a Salary Offer . . . . . . . . . . . . . . . . 217
If you can convey enough . . . . . . . . . . . . . . . . 189
Accounting/Finance . . . . . . . . . . . . . . . . . . . . . . 27
illustrate your . . . . . . . . . . . . . . . . . . . . . . . . . . 179
compensation and benefits research . . . . . . . . . 66
image you wish to project . . . . . . . . . . . . . . . . 168
consider seeking a three-year contract . . . . . . . 219
in your ability to contribute . . . . . . . . . . . . . . . . . 7
Contracts And Termination Agreements . . . . . 218
key to your effectiveness . . . . . . . . . . . . . . . . . 214
Deferred compensation . . . . . . . . . . . . . . . . . . 218
lack of confidence . . . . . . . . . . . . . . . . . . . . . . 136
Define Your Job . . . . . . . . . . . . . . . . . . . . . . . 209
lacking confidence . . . . . . . . . . . . . . . . . . . . . . . 17
Get it in WRITING . . . . . . . . . . . . . . . . . . . . . 212
not the way to win the . . . . . . . . . . . . . . . . . . . . 84
Human Resources . . . . . . . . . . . . . . . . . . . . . . . 37
overcome the credibility gap . . . . . . . . . . . . . . . 47
in the event of termination . . . . . . . . . . . . . . . . 219
Power and confidence automatically escalate . 166
Income Level . . . . . . . . . . . . . . . . . . . . . . . . . . 153
rejection can be overwhelming . . . . . . . . . . . . . . 3
Increasing Your Value to the Bottom Line . . . 214
Selection based on high . . . . . . . . . . . . . . . . . . . 25
irrevocable severance compensation . . . . . . . . 219
share your confidence . . . . . . . . . . . . . . . . . . . 178
many forms of compensation . . . . . . . . . . . . . 217
significant contribution to an organization . . . . 27
minimum severance . . . . . . . . . . . . . . . . . . . . . 219
State your continuing . . . . . . . . . . . . . . . . . . . . . 67
Negotiating a Better Offer . . . . . . . . . . . . . . . . 210
testing your poise and confidence . . . . . . . . . . 197
Negotiating Compensation . . . . . . . . . . . . . . . 211
The best confidence builder . . . . . . . . . . . . . . . 178

Index Pg. 324

The power of personal attire . . . . . . . . . . . . . . 167

their confidence in you must be 8 . . . . . . . . . . . 21
where do you have the greatest . . . . . . . . . . . . . 21
win and hold the confidence of others . . . 179, 190
win confidence and enthusiasm . . . . . . . . . . . . 177
win the confidence . . . . . . . . . . . . . . . . . . . . . . . 40
win the confidence of potential employers . . . . 21
Winning Confidence And Enthusiasm . . . . . . 172
you will lose self-confidence . . . . . . . . . . . . . . 189
your confidence has to be 8+ . . . . . . . . . . . . . . . 21
your request reflects a lack of . . . . . . . . . . . . . 218
Construction/Civil Engineering/Architecture . . . . . 38
Consultant
bias toward never using outside . . . . . . . . . . . 207
business consultant . . . . . . . . . . . . . . . . . . . . . 243
Career Consultant . . . . . . . . . . . . . . . . . . . . 32, 37
consultant . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 242
Consultant Directory . . . . . . . . . . . . . . . . . . . . 131
Consultant to presidents . . . . . . . . . . . . . . . . . . 43
Consultant's Introduction Letter . . . . . . . . . . . 311
Consultants and Consulting Organizations
Directory . . . . . . . . . . . . . . . . . . . . . 123, 132, 321
Dun's Consultants Directory . . . . . . 123, 132, 321
educational consultant . . . . . . . . . . . . . . . 243, 245
Executive Search Consultant . . . . . . . . . . . . . . . 37
Getting Hired . . . . . . . . . . . . . . . . . . . . . . . . . . 202
hiring a consultant . . . . . . . . . . . . . . . . . . . . . . . 11
Human Resource Consultant's View . . . . . . . . 318
Management Analysts and Consultants . . . . . . 265
Management Consultant . . . . . . . . . . 36, 243, 245
Managerial and Sales Occupations . . . . . . . . . 316
marketing consultant . . . . . . . . . . . . . . . . . . . . 242
names of consultants in a particular field . . . . 132
organizational consultant . . . . . . . . . . . . . . . . . 245
Outplacement Consultant . . . . . . . . . . . . . . . . . 37
Professional and specialized directories . . . . . 123
Sales Consultants recruit sales . . . . . . . . . . . . . . 68
successful in doing this . . . . . . . . . . . . . . . . . . . 11
Trainer/Training Consultant . . . . . . . . . . . . . . 282
using outside consultants to help you . . . . . . . 207
Consulting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 231
25,000 U.S. consulting firms . . . . . . . . . . . . . . 132
attempting to do some consulting . . . . . . . . . . 204
Business Consulting . . . . . . . . . . . . . . . . . . . . 261
consulting assignment . . . . . . . . . . . . . . . . . . . 209
Consulting Engineer . . . . . . . . . . . . . . . . . . . . . 38
Consulting fees after termination . . . . . . . . . . 217
Consulting Opportunities Journal . . . . . . . . . . 316
doing some consulting work . . . . . . . . . . . . . . 220
Generic Organizations with a Cause . . . . . . . . . 31
How to Get Hired . . . . . . . . . . . . . . . . . . . . . . 203
in the event of termination . . . . . . . . . . . . . . . . 219

Management Consulting Svcs . . . . . . . . . . . . . 261

medical consulting firms . . . . . . . . . . . . . . . . . 137
No-Charge Consulting Arrangement . . . . 208, 209
sales or consulting . . . . . . . . . . . . . . . . . . . . . . 241
Core Competencies . . . . . . . . . . . . . . . . . . 21, 27, 239
Identify Core Competencies . . . . . . . . . . . . . . 203
Core Values . . . . . . . . . . . . . . . . . . . . . . 23, 29, 30, 41
Denis R. Murdock . . . . . . . . . . . . . . . . . . . . . . . . . . . iii
Dialogue
Feedback . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 188
Follow up Influential Persons and Referrals . . . 81
Follow up Your References . . . . . . . . . . . . . . . . 75
for an Informational Interview/Meeting . . . . . . 84
helps build a dialogue . . . . . . . . . . . . . . . . . . . 193
Incorporating the Positioning Statement . . . . . . 34
Overcome the Strong Secretarial Screen . . . . . 139
Sample Telephone . . . . . . . . . . . . . . . . . . . . . . 139
Sample Telephone Dialogues Summary . . . . . 147
What is different in these two . . . . . . . . . . . . . 139
Downsizing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Dress
attentive to your dress and grooming . . . 163, 168
avoid dark colors . . . . . . . . . . . . . . . . . . . . . . . 169
dress seriously to be taken seriously. . . . . . . . 171
Dress to Your Potential . . . . . . . . . . . . . . . . . . 163
Dress to Your Potential For Men . . . . . . . . . 163
Dress to Your Potential For Women . . . . . . 168
It Pays to Dress Well . . . . . . . . . . . . . . . . 163, 168
Outer Dress . . . . . . . . . . . . . . . . . . . . . . . . . . . 165
Psychology of Color . . . . . . . . . . . . . . . . 166, 170
putting your best foot forward . . . . . . . . . 163, 168
shirtdress . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 169
solid-color dress . . . . . . . . . . . . . . . . . . . . . . . . 169
Suit or Dress . . . . . . . . . . . . . . . . . . . . . . . . . . 169
E-Mail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
Letterhead . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
preferred method of correspondence . . . . . . . . . 59
Resume Heading . . . . . . . . . . . . . . . . . . . . . . . . 54
sent as attachments . . . . . . . . . . . . . . . . . . . . . . 59
Education . . . . . . . . . . . . . . . . . . . . . . . . . . 38, 55, 243
Adult Education Teachers . . . . . . . . . . . . . . . . 266
alone will not get you a job . . . . . . . . . . . . . . . . . 3
Assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152
ASTD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 130
biographical data covering age, education . . . 127
Chronicle of Higher Education . . . . . . . . . . . . 315
college degrees or other formal certification . . . 21
complemented by education . . . . . . . . . . . . . . . 54
director of religious education . . . . . . . . . . . . . 245
Directors of Religious Education . . . . . . . . . . 265
does not always keep up . . . . . . . . . . . . . . . . . . 21
Dun & Bradstreet Reference Book . . . . . . . . . 127

Index Pg. 325

Education Administrators . . . . . . . . . . . . . . . . 265

not the way to win . . . . . . . . . . . . . . . . . . . . . . . 84
Education is unrelated . . . . . . . . . . . . . . . . . . . 224
overcome the credibility gap . . . . . . . . . . . . . . . 47
educational administrator . . . . . . . . . . . . . . . . 246
Presentation Strategy . . . . . . . . . . . . . . . . . . . . . 40
educational and humanities publications . . . . . 133
Previous earnings too high . . . . . . . . . . . . . . . 191
educational consultant . . . . . . . . . . . . . . . 243, 245
Psychology of Color . . . . . . . . . . . . . . . . . . . . 166
educational institutions . . . . . . . . . . . . . . . 35, 132
Reaffirm your interest and enthusiasm . . . . . . 217
Educational society . . . . . . . . . . . . . . . . . . . . . 130
real secret was enthusiasm . . . . . . . . . . . . . . . . 178
Educational Svcs . . . . . . . . . . . . . . . . . . . . . . . 261
reassure your references . . . . . . . . . . . . . . . . . . 74
Educational/Social Welfare Occupations . . . . 315
restate your enthusiasm . . . . . . . . . . . . . . . . . . 182
employers tend to evaluate you initially . . . . . . 40
say with sincerity, conviction and . . . . . . . . . . 176
Generic Organizations with a Cause . . . . . . . . . 31
Selection based on high . . . . . . . . . . . . . . . . . . . 25
getting additional education . . . . . . . . . . . . . . 201
share your . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178
insufficient formal education . . . . . . . . . . . . . . 224
State your continuing . . . . . . . . . . . . . . . . . . . . . 67
Insufficient/unrelated education . . . . . . . . . . . 190
Too old . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 190
Lack of experience . . . . . . . . . . . . . . . . . . . . . 189
What your references say is important . . . . . . . 72
lacking sufficient or related education . . . . . . . . 17
Where does your enthusiasm lie . . . . . . . . . . . . 22
physical education . . . . . . . . . . . . . . . . . . . . . . 246
win confidence and enthusiasm . . . . . . . . . . . . 177
Qualifications . . . . . . . . . . . . . . . . . . . . . . . . . . 21
win the enthusiasm of potential employers . . . . 22
special education teacher . . . . . . . . . . . . . . . . . 243
Winning Confidence And Enthusiasm . . . . . . 172
teaching (liberal arts/special education) . . . . . 242
your enthusiasm has to be 8+ . . . . . . . . . . . . . . 22
Trusts: Educational/Religious/Charitable . . . . 260 Experience
Vocational Education . . . . . . . . . . . . . . . . . . . 319
accomplishments, from past experiences . . . . . 42
what can I do with it? . . . . . . . . . . . . . . . . . . . . . 6
alone will not get you a job . . . . . . . . . . . . . . . . . 3
Work preferences . . . . . . . . . . . . . . . . . . . . . . . 241
Assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152
Enthusiasm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 184
Blue chip experience . . . . . . . . . . . . . . . . . . . . . 42
13-Step Meeting Agenda . . . . . . . . . . . . . . . . . 172
Broad-based experience . . . . . . . . . . . . . . . . . . . 42
30-second statement . . . . . . . . . . . . . . . . . . . . 213
difficult problems you encountered . . . . . . . . . . 41
answer difficult questions with greater . . . . . . . 40
Diversified experience . . . . . . . . . . . . . . . . . . . . 43
Assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152
do not hesitate to use the pronoun "I." . . . . . . . . 47
cannot get their level of enthusiasm higher . . . . 22
Don't have enough work experience . . . . . . . . 224
Career has peaked . . . . . . . . . . . . . . . . . . . . . . 191
duplication of the past . . . . . . . . . . . . . . . . . . . . 21
convey an impression of ENTHUSIASM . . . . 178
employers tend to evaluate you initially . . . . . . 40
Do not be afraid to show a lot of . . . . . . . . . . . 182
Employment History . . . . . . . . . . . . . . . . . . . . . 55
Do you want the job? . . . . . . . . . . . . . . . . . . . . 172
Entry Level and Junior Executives . . . . . . . . . . 72
double the amount of enthusiasm . . . . . . . . . . 178
experience with the five senses . . . . . . . . . . . . 241
Doubtful or Negative References . . . . . . . . . . . 73
Experienced in making presentations . . . . . . . . 43
employer may fail to appreciate . . . . . . . . . . . 213
Experienced working w/top management . . . . . 43
enthusiasm for you must be 8 . . . . . . . . . . . . . . 22
Fortune 500 experience . . . . . . . . . . . . . . . . . . . 44
enthusiasm is a 10." . . . . . . . . . . . . . . . . . . . . . 177
from your non-vocational . . . . . . . . . . . . . . . . . 47
enthusiasm is at least "8" or higher . . . . . . . . . 177
GAINED a great deal from your . . . . . . . . . . . 190
essential to increase your level of . . . . . . . . . . . 84
had no graphic experience . . . . . . . . . . . . . . . . . 78
evaluating your level of . . . . . . . . . . . . . . . . . . 176
Hands-on experience . . . . . . . . . . . . . . . . . . . . . 44
evidence of your . . . . . . . . . . . . . . . . . . . . . . . 181
hired for your potential contributions, not . . . . . 40
Full of enthusiasms . . . . . . . . . . . . . . . . . . . . . 245
Key Personal Descriptors Menu . . . . . . . . . . . . 42
if there is an apparent lack of . . . . . . . . . . . . . . . 74
kind of experience that is required . . . . . . . . . 178
If you are perceived to lack . . . . . . . . . . . . . . . 178
Lack of demonstrated leadership . . . . . . . . . . . 190
Infectious enthusiasm . . . . . . . . . . . . . . . . . . . . 44
Lack of experience . . . . . . . . . . . . . . . . . . . . . 189
key to your effectiveness . . . . . . . . . . . . . . . . . 214
Lack of good references . . . . . . . . . . . . . . . . . 191
lack of confidence and/or enthusiasm . . . . . . . 136
lacking relevant experience . . . . . . . . . . . . . . . . 17
Lack of frequent promotions . . . . . . . . . . . . . . 191
length of experience in a similar job . . . . . . . . . 21
Lack of major accomplishments . . . . . . . . . . . 191
Multi-billion dollar experience . . . . . . . . . . . . . 44
lose their . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Multi-plant experience . . . . . . . . . . . . . . . . . . . . 44

Index Pg. 326

New venture/start-up experience . . . . . . . . . . . . 44

No experience in large firms . . . . . . . . . . . . . . 190
only one job . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
PAR's . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
preference for the tangible world . . . . . . . . . . . . 23
Qualifications - relevant experience . . . . . . . . . 21
reevaluate your . . . . . . . . . . . . . . . . . . . . . . . . 179
select key words and phrases . . . . . . . . . . . . . . . 41
should you get more . . . . . . . . . . . . . . . . . . . . . 17
technical knowledge/experience . . . . . . . . . . . . 44
what can I do with it? . . . . . . . . . . . . . . . . . . . . . 6
When a Story Would Help . . . . . . . . . . . . . . . 200
will contribute to your new career . . . . . . . . . . 198
Finance/Administration . . . . . . . . . . . . . . . . . . . 27, 36
Financial Institutions . . . . . . . . . . . . . . . . . . . . . . 36-38
Focus
additional focusing tools . . . . . . . . . . . . . . . . . . 32
aiming at a target . . . . . . . . . . . . . . . . . . . . . . . . 19
become proactive by getting focused . . . . . . . . 15
Begin at the End . . . . . . . . . . . . . . . . . . . . . . . . 17
brainstorming with friends . . . . . . . . . . . . . . . . 31
clues to help you get focused . . . . . . . . . . . . . . . 22
envision the ultimate end outcome . . . . . . . . . . 16
First Step In A Job Search . . . . . . . . . . . . . . . . . 15
First Step in Getting Focused . . . . . . . . . . . . . . 16
focus and desire . . . . . . . . . . . . . . . . . . . . . . . . . 16
focus should not be too broad . . . . . . . . . . . . . . 16
focusing and positioning tool . . . . . . . . . . . . . . 19
Focusing on a Cause . . . . . . . . . . . . . . . . . . . . . 30
getting focused . . . . . . . . . . . . . . . . . . . . . . . 13, 15
identify your functional strengths . . . . . . . . . . . 27
Misemployment occurs when . . . . . . . . . . . . . . 15
Need Help Getting Focused? . . . . . . . . . . . . . . . 30
Option-Value Decision Making Matrix . . . . . . . 29
personality types . . . . . . . . . . . . . . . . . . . . . . . . 23
Proactive Model for Career Planning . . . . . . . . 19
process of elimination of possibilities . . . . . . . . 32
Selection Criteria . . . . . . . . . . . . . . . . . . . . . . . . 19
shifting the focus of the conversation . . . . . . . 179
so many individuals are unfocused . . . . . . . . . . 15
Target industry . . . . . . . . . . . . . . . . . . . . . . . . . 25
understanding of personality types . . . . . . . . . 241
Friends and Acquaintances . . . . . . . . . . . . . . . 69, 154
Basic Principles of Networking . . . . . . . . . . . . . 82
Cover Letter to . . . . . . . . . . . . . . . . . . . . . . . . . 303
Maintain Contact . . . . . . . . . . . . . . . . . . . . . . . . 83
Networking Candidates . . . . . . . . . . . . . . . . . . . 12
Networking Informational Interviews . . . . . . . . 31
Networking with . . . . . . . . . . . . . . . . . . . . . . . . 79
Networking with Centers of Influence . . . . . . . 80
prepared a list of your . . . . . . . . . . . . . . . . . . . 152
Recruiters can also be identified through . . . . . 69

Sample Dialogue to Follow up . . . . . . . . . . . . . 79

Tap Into The Unadvertised Job Market . . . . . . . 10
Function . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
130 such publications, by function . . . . . . . . . . 66
Achievement Resume Format . . . . . . . . . . . . . . 51
Assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152
Career Highlights . . . . . . . . . . . . . . . . . . . . . . . . 54
Core Functions . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Examples of Repositioning . . . . . . . . . . . . . . . . 35
Finance/Administration . . . . . . . . . . . . . . . . . . . 27
for which your confidence is 8+ . . . . . . . . . . . . 21
for which your enthusiasm is 8+ . . . . . . . . . . . . 22
functional expert . . . . . . . . . . . . . . . . . . . . . . . 231
Functional Options . . . . . . . . . . . . . . . . . . . . . 152
Functional Organization Chart . . . . . . . . . . . . 263
Functional Skills Identification Menu . . . . . . . 228
Functional Strengths and Core Competencies . . 27
functional title rather than a job title . . . . . . . . . 33
horizontal niche . . . . . . . . . . . . . . . . . . . . . . . . . 19
Identify Your Functional Strengths . . . . . . . . . . 27
Industry or Functional References . . . . . . . . . . . 73
Informational Interview Checklist . . . . . . . . . . . 31
Job Components . . . . . . . . . . . . . . . . . . . . . . . . 19
job role or niche . . . . . . . . . . . . . . . . . . . . . . . . . 19
Job Search Functional Strengths . . . . . . . . . . . . 28
Liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152
Liabilities And Concerns . . . . . . . . . . . . . . . . . 189
major functional strengths . . . . . . . . . . . . . . . . . 27
marketability is a function of . . . . . . . . . . . . . . 202
minor functional strengths . . . . . . . . . . . . . . . . . 27
Operations/Production . . . . . . . . . . . . . . . . . . . . 27
Repositioning . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Sales/Marketing . . . . . . . . . . . . . . . . . . . . . . . . . 26
Selection Criteria . . . . . . . . . . . . . . . . . . . . . . . . 19
The Positioning Statement . . . . . . . . . . . . . . . . . 33
three core functions . . . . . . . . . . . . . . . . . . . . . . 27
Three Job Components . . . . . . . . . . . . . . . . . . . 25
Functional Skills . . . . . . . . . . . . . . . . . . . . . . . . . . 228
inventory your functional skills . . . . . . . . . . . . . 30
transferring your existing functional skills . . . . 35
General Management . . . . . . . . . . . . . . . . 36, 210, 292
Geographical Preference . . . . . . . 24, 30, 88, 270, 271
Government and Non-Profit . . . . . . . . . . . . . . . . . . . 38
Health Care . . . . . . . . . . . . . . . . 38, 241, 245-247, 261
Generic Organizations with a Cause . . . . . . . . . 31
Guide to the Health Care Field . . . . 123, 130, 321
Health Care Administrator . . . . . . . . . . . . . . . . . 38
Holland Six Personality Types . . . . . . . . . . . . . 22, 240
Imminent Job Opportunities . . . . . . . . . . . . . . . . . . . . 9
approximately 20% of all employers . . . . . . . . . . 9
developing needs . . . . . . . . . . . . . . . . . . . . . . . . . 9
Examples of . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87

Index Pg. 327

How to Find . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88
Identifying . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87
Sales Prospector . . . . . . . . . . . . . . . . . . . . . . . . 129
the defined job does not yet exist . . . . . . . . . . . 88
What Is An Imminent Job Opportunity? . . . . . . 87
Income Level . . . . . . . . . . . . . . . . . . . . . . . . . 153, 154
Industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
10 business/industry categories . . . . . . . . . . . . . 25
Assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152
Association Periodicals . . . . . . . . . . . . . . . . . . 133
Business Directories . . . . . . . . . . . . . . . . . . . . 127
business/industry categorical niches . . . . . . . . 249
Career Changers Are Normally Not Attractive . 70
Career Liabilities . . . . . . . . . . . . . . . . . . . . . . . 224
Consulting Organizations Directory . . . . . . . . 132
distinct working environment . . . . . . . . . . . . . . 25
Due Diligence . . . . . . . . . . . . . . . . . . . . . . . . . 173
Dun's Electronics Marketing Directory . . . . . . 130
Dun's Million Dollar Directory . . . . . . . . . . . . 127
Encyclopedia of Associations . . . . . . . . . . . . . 130
Encyclopedia of Business Information Sources
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126
example of an industry change . . . . . . . . . . . . . 35
Examples of Repositioning into a Different . . . 35
General References and Directories . . . . . . . . 125
group of economic organizations or activities . . 19
How to Find Information About Companies . . 125
Identify and Research Employers . . . . . . . . . . . 94
Identify Your Target Industries . . . . . . . . . . . . 249
in a declining industry . . . . . . . . . . . . . . . . . . . . 17
Industry and trade directories . . . . . . . . . 123, 129
industry categories . . . . . . . . . . . . . . . . . . . . . . . 25
industry expert . . . . . . . . . . . . . . . . . . . . . . . . . 231
Industry officials (trade associations) . . . . . . . 123
Industry Options Menu . . . . . . . . . . . . . . . . . . 251
Industry or Functional References . . . . . . . . . . . 73
industry suitability . . . . . . . . . . . . . . . . . . . . . . . 23
industry surveys . . . . . . . . . . . . . . . . . . . . . . . . . 88
Job Components . . . . . . . . . . . . . . . . . . . . . . . . 19
level of expertise in the industry . . . . . . . . . . . 179
list of the industry categories . . . . . . . . . . . . . . . 25
market intelligence . . . . . . . . . . . . . . . . . . . . . . 85
most job seekers completely ignore . . . . . . . . . . 25
National Directory . . . . . . . . . . . . . . . . . . . . . . 125
normally most important . . . . . . . . . . . . . . . . . . 25
part of a larger industry trend . . . . . . . . . . . . . 205
position yourself appropriately . . . . . . . . . . . . . 33
Predicasts F&S Index . . . . . . . . . . . . . . . . . . . 133
Product/Industry Trends . . . . . . . . . . . . . . . . . . 91
Repositioning into a Different . . . . . . . . . . . . . . 35
should you get more experience . . . . . . . . . . . . 17
Sources of Job Announcements . . . . . . . . . . . . 314

SRDS Business Publication Rates and Data . . 133

Standard Industry Classification (SIC) System . 25,
249
talking to competitors . . . . . . . . . . . . . . . . . . . . 90
Target industry . . . . . . . . . . . . . . . . . . . . . . . . . 25
The Positioning Statement . . . . . . . . . . . . . . . . . 33
Three Job Components . . . . . . . . . . . . . . . . . . . 25
Trade and Professional Journals . . . . . . . . . . . . 89
trade publications . . . . . . . . . . . . . . . . . . . . . . . 124
Ulrich's International Periodicals Directory . . 126
why you are interested in . . . . . . . . . . . . . . . . . 177
your working "neighborhood." . . . . . . . . . . . . . 25
your target, . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Industry Options . . . . . . . . . . . . . . . . . . . . . . . . . . . 153
different kinds of employers . . . . . . . . . . . . . . . 25
Industry Options Menu . . . . . . . . . . . . . . . . . . 251
leisure pursuits suggest new . . . . . . . . . . . . . . . 35
Three Job Components . . . . . . . . . . . . . . . . . . . 25
Influential . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83
Approach Your Friends and . . . . . . . . . . . . . . . 83
Basic Principles of Networking . . . . . . . . . . . . . 82
Cover Letter to Influential Persons . . . . . . . . . 304
difference between your personal contacts . . . . 80
Enterprising (Venturous-Influential) . . . . . . . . 241
Follow up Influential Persons . . . . . . . . . . . . . . 81
Influential Persons and Referrals . . . . . . . . . . . 155
Influentials/Referrals . . . . . . . . . . . . . . . . . . . . 159
Networking with Centers of Influence . . . . . . . 80
Primary Influentials . . . . . . . . . . . . . . . . . . . . . . 80
Secondary Influentials . . . . . . . . . . . . . . . . . . . . 80
Your Personal Marketing Plan . . . . . . . . . . . . 152
Informational Interview . . . . . . . . . . . . . . . . . . . . . . 84
Interest
appear to be more interested . . . . . . . . . . . . . . . . 5
assistance in determining your . . . . . . . . . . . . . 32
attention is naturally and freely given . . . . . . . . 22
Career Options Menu . . . . . . . . . . . . . . . . . . . 265
Core Competencies And Interests . . . . . . . . . . 239
core functional areas of interest . . . . . . . . . . . . 228
core interests . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
core interests and passions . . . . . . . . . . . . . . . . . 22
demonstrate your interest . . . . . . . . . . . . . . . . 203
desirable activities . . . . . . . . . . . . . . . . . . . . . . . 22
Due Diligence . . . . . . . . . . . . . . . . . . . . . . . . . 173
emphasis should be placed on your . . . . . . . . . 189
enthusiasm has to be 8+ . . . . . . . . . . . . . . . . . . . 22
enthusiasm is at least "8" . . . . . . . . . . . . . . . . . 177
Enthusiasm: Do You Want the Job? . . . . . . . . 176
Establish mutual interests . . . . . . . . . . . . . . . . 172
generate a high level of interest . . . . . . . . . . . . 152
hobbies and outside interests . . . . . . . . . . . . . . 201
I believe (think) I am interested . . . . . . . . . . . . . . 6

Index Pg. 328

Indicate your interest . . . . . . . . . . . . . . . . . . . . . 58

Administrative/Office Support . . . . . . . . . . . . . 98
interest of potential employers . . . . . . . . . . . . . 50
Advertising/Public Relations . . . . . . . . . . . . . . . 99
interests and passions . . . . . . . . . . . . . . . . . . . 228
Agriculture/Forestry/Environmental . . . . . . . . 99
Motive and Interest . . . . . . . . . . . . . . . . . . . . . 177
Animal Health . . . . . . . . . . . . . . . . . . . . . . . . . 100
Objections Mean They are Interested . . . . . . . 189
Architecture/Construction/Trades . . . . . . . . . . 101
one of the hottest topics of interest . . . . . . . . . . . 1
Arts/Entertainment . . . . . . . . . . . . . . . . . . . . . 102
Personal Interests . . . . . . . . . . . . . . . . . . . . . . . . 55
BioScience/Chemistry/Pharmaceutical . . . . . . 103
primarily interested in . . . . . . . . . . . . . . . . . . . 201
Computer/Information Technology/MIS . . . . . 104
qualify the actual level of . . . . . . . . . . . . . . . . 180
Consulting . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
Reaffirm your interest . . . . . . . . . . . . . . . . . . . 217
Customer Service . . . . . . . . . . . . . . . . . . . . . . . 105
reevaluate your interests . . . . . . . . . . . . . . . . . 179
Diversity/Minorities . . . . . . . . . . . . . . . . . . . . 106
situations in which you are interested . . . . . . . . 83
Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106
Six Qualifying Questions . . . . . . . . . . . . . . . . . 40
Energy/Utilities . . . . . . . . . . . . . . . . . . . . . . . . 108
Strong-Campbell Interest Inventory . . . . . . . . . 22
Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . 108
Think in terms of others interest . . . . . . . . . . 156
Entry Level/Recent College Graduates . . . . . . 109
What kind of work interests you? . . . . . . . . . . 201
Generic Internet Job Posting Sites . . . . . . . . . . . 95
when there is a mutual interest . . . . . . . . . . . . . 74
Government . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
When to Give References . . . . . . . . . . . . . . . . . 74
Healthcare/Medicine . . . . . . . . . . . . . . . . . . . . 111
Why are you interested . . . . . . . . . . . . 24, 34, 172
Hospitality/Travel/Tourism . . . . . . . . . . . . . . . 112
with eager, absorbed interest . . . . . . . . . . . . . . 174
Human Resources . . . . . . . . . . . . . . . . . . . . . . 113
Work Preferences . . . . . . . . . . . . . . . . . . . . . . . 22
Insurance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114
working environment of interest . . . . . . . . . . . . 87
Internet/New Media/E-Commerce . . . . . . . . . . 115
would not be interested in increasing cash flow
Job Search Engines and Job Posting Sites . . . . . 94
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 202
Legal/Law Enforcement/Security . . . . . . . . . . 115
International . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
Manufacturing . . . . . . . . . . . . . . . . . . . . . . . . . 115
Dun's Business Identification Service . . . . . . . 128
Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116
Engineering Research Centres . . . . . . . . . . . . . 133
Meta Job Search Internet Sites . . . . . . . . . . . . . 94
Foreign Trade & International Banks . . . . . . . 259
Niche Specialty . . . . . . . . . . . . . . . . . . . . . . . . . 97
International Bankers Directory . . . . . . . . . . . 123
Non-Profit/Social Services . . . . . . . . . . . . . . . 116
International Banking Manager . . . . . . . . . . . . . 38
Operations/Project Management/Purchasing . . 118
International directories . . . . . . . . . . . . . . 124, 135
Publishing/Writing . . . . . . . . . . . . . . . . . . . . . 118
International Directory of Corporate Affiliations
Real Estate/Property Management/Facilities . . 118
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135
Research and Development/Science/Quality
International Employment Hotline . . . . . . . . . 317
Assurance . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119
International Finance Director . . . . . . . . . . . . . . 38
Retail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119
International Liaison Manager/Consultant . . . 278
Sales/Business Development . . . . . . . . . . . . . . 120
International Marketing Director . . . . . . . . . . . . 38
Sports/Recreation . . . . . . . . . . . . . . . . . . . . . . 121
International Sales Director . . . . . . . . . . . . . . . . 38
Telecommunications . . . . . . . . . . . . . . . . . . . . 121
International Traffic Manager . . . . . . . . . . . . . . 38
Transportation/Logistics/Distribution . . . . . . . 122
Knowledge of international markets/operations
Interview
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
Always offer your time . . . . . . . . . . . . . . . . . . . . 8
Organizations Master Index . . . . . . . . . . . . . . . 130
Dialogue for an Informational . . . . . . . . . . . . . . 84
Rand McNally International Bankers Directory
formality of the interview process . . . . . . . . . . . . 5
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131
Informational Interview Checklist . . . . . . . . . . . 31
Rotary International . . . . . . . . . . . . . . . . . . . . . . 31
Informational Interview/Meeting . . . . . . . . . . . 84
Spearhead international expansion . . . . . . . . . . 28
Interviewing is a difficult task . . . . . . . . . . . . . . . 5
Trade Show Exhibitor Directories . . . . . . . . . . 135
Networking Informational Interviews . . . . . . . . 31
Ulrich's International Periodicals Directory . . . 89,
Never ask an employer for an interview . . . . . . . 7
126
Phone Strategies That Win More . . . . . . . . . . . 136
Internet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Proactive Method for Winning More . . . . . . . 137
376 top career sites on the Internet . . . . . . . . . . 94
Purpose of The Interview . . . . . . . . . . . . . . . . 172
Accounting/Financial Services/Banking . . . . . . 97
Replace Reactive with Proactive Language . . . . 5

Index Pg. 329

Replace interview with appointment, . . . . . . 5

business letter writing methods . . . . . . . . . . . . . 59
Winning Confidence And Enthusiasm . . . . . . 172
Consultant's Introduction Letter . . . . . . . . . . . 311
Introduction Letter
cover letter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
a Proactive Approach . . . . . . . . . . . . . . . . . . . . 57
cover letter on top . . . . . . . . . . . . . . . . . . . . . . . 59
allows you to tailor information . . . . . . . . . . . . 57
Follow up by Phone . . . . . . . . . . . . . . . . . . . . . 203
combination of a resume and letter . . . . . . . . . . 57
Follow-up Thank You Letter . . . . . . . . . . . . . . 312
Consultant's Introduction Letter . . . . . . . . . . . 311
formulate a strategy . . . . . . . . . . . . . . . . . . . . . . 40
in Response to Ads . . . . . . . . . . . . . . . . . . . . . . 57
in Response to "Blind" Ads . . . . . . . . . . . . . . . . 58
more effective approach . . . . . . . . . . . . . . . . . . 57
in Response to Ads . . . . . . . . . . . . . . . . . . . . . . 57
Pursue an Imminent Opportunity . . . . . . . . . . . 92
in Response to Blind Ads . . . . . . . . . . . . . . . . 299
sent without a resume . . . . . . . . . . . . . . . . . . . 296
Incorporating the Positioning Statement Into . . 34
to Primary Employers . . . . . . . . . . . . . . . . . . . . 58
letter of introduction . . . . . . . . . . . . . . . . . . . . . 34
Job Announcements . . . . . . . . . . . . . . . . . . 66, 89, 314
Letter Samples . . . . . . . . . . . . . . . . . . . . . . . . . 296
Job Beggar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Letter Writing Guidelines and Tips . . . . . . . . . . 59
Job Components . . . . . . . . . . . . . . . . . . . . . . 19, 25, 33
Letterhead . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
Job Evolution . . . . . . . . . . . . . . . . . . . . . . . . . . 10, 202
letters of introduction/recommendation . . . . . . . 76
Job Market
letters of recommendation . . . . . . . . . . . . . . . . . 41
Buyers Market . . . . . . . . . . . . . . . . . . . . . . . . . . 1
never stapled . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
competitive edge in todays . . . . . . . . . . . . . . . . . 4
Printing and Word Processing . . . . . . . . . . . . . . 60
Employers with Current Job Openings . . . . . . . . 9
Proofreading . . . . . . . . . . . . . . . . . . . . . . . . . . . 62
Employers Without Openings . . . . . . . . . . . . . . 10
Resume Writing Guidelines . . . . . . . . . . . . . . . . 55
help wanted sections of newspapers . . . . . . . . . 66
send a follow-up letter . . . . . . . . . . . . . . . . . . . . 74
hidden from public view . . . . . . . . . . . . . . . . . . 10
sign your letters with a blue felt tip . . . . . . . . . . 59
Hidden Job Market . . . . . . . . . . . . . . . . . . . . . . 11
The Introduction Letter . . . . . . . . . . . . . . . . . . . 57
highly competitive job market . . . . . . . . . . . . . . . 2
to Friends and Acquaintances . . . . . . . . . . . . . 303
How Jobs Are Created and Filled . . . . . . . . . . . 10
to Influential Persons and Referrals . . . . . . . . . 304
Increased corporate downsizing . . . . . . . . . . . . . 1
to Primary Employers . . . . . . . . . . . . . . . . . . . . 58
increasing number of people in . . . . . . . . . . . . . . 1
to References . . . . . . . . . . . . . . . . . . . . . . . . . . 302
job market itself is not static . . . . . . . . . . . . . . . 10
to Secondary Employers . . . . . . . . . . . . . . . . . 309
more dynamic and unstable job market . . . . . . . . 1
Traditional cover letters . . . . . . . . . . . . . . . . . . . 57
Motive and Interest . . . . . . . . . . . . . . . . . . . . . 177
Word Processing . . . . . . . . . . . . . . . . . . . . . . . . 62
Opportunity Window . . . . . . . . . . . . . . . . . . . . . 11
Writing Effective Letters . . . . . . . . . . . . . . . . . . 57
position yourself in the job market . . . . . . . . . . 19 Level . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Positioning Options Menu . . . . . . . . . . . . . . . . . 36
contact will be two levels above . . . . . . . . . . . 141
Positioning Strategy . . . . . . . . . . . . . . . . . . . . 153
entry level . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Positioning Yourself in . . . . . . . . . . . . . . . . . . . 33
Entry Level and Junior Executives . . . . . . . . . . 72
Selection Criteria . . . . . . . . . . . . . . . . . . . . . . . . 19
executive level . . . . . . . . . . . . . . . . . . . . . . . . . 219
Tap Into The Unadvertised Job Market . . . . . . . 10
High-Level Executives . . . . . . . . . . . . . . . . . . . 71
The Positioning Statement . . . . . . . . . . . . . . . . . 33
Income Level . . . . . . . . . . . . . . . . . . . . . . . . . . 153
Three Major Segments . . . . . . . . . . . . . . . . . . . . . 9
Industry-Function-Level . . . . . . . . . . . . . . . . . . 25
today's competitive job market . . . . . . . . . . . . . 50
Job Components . . . . . . . . . . . . . . . . . . . . . . . . 19
unadvertised job market . . . . . . . . . . . . . . . . . 2, 9
Job level . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 226
Understanding the Job Market . . . . . . . . . . . . . . . 9
level of authority and responsibility . . . . . . . . . 11
What Is The Unadvertised Job Market . . . . . . . 10
level of confidence . . . . . . . . . . . . . . . . . . . . . . 21
Why are you in the job market . . . . . . . . . . . . . 24
level of enthusiasm . . . . . . . . . . . . . . . . . . . . . . 22
you have little control over . . . . . . . . . . . . . . . . . 2
level of expertise . . . . . . . . . . . . . . . . . . . . . . . 179
Key Personal Descriptors . . . . . . . . . . . . . . . . . . 41, 42
level of responsibility, authority, and income . . 19
develop a list of . . . . . . . . . . . . . . . . . . . . . . . . . 41
middle management . . . . . . . . . . . . . . . . . . . . . . 29
developing your presentation strategy . . . . . . . . 47
Middle Managers and Professionals . . . . . . . . . 71
from positive personal characteristics . . . . . . . . 54
middle to upper level management . . . . . . . . . . 66
Key Personal Descriptors Menu . . . . . . . . . . . . 42
negotiate the level of responsibility . . . . . . . . . 210
Letter
professional level . . . . . . . . . . . . . . . . . . . . . . . . 66

Index Pg. 330

Selection Criteria . . . . . . . . . . . . . . . . . . . . . . . . 19
A Story to Illustrate . . . . . . . . . . . . . . . . . . . . . . 77
The Positioning Statement . . . . . . . . . . . . . . . . . 33
Basic Principles . . . . . . . . . . . . . . . . . . . . . . . . . 82
Three Job Components . . . . . . . . . . . . . . . . . . . 25
Centers of Influence . . . . . . . . . . . . . . . . . . . . . 80
top management . . . . . . . . . . . . . . . . . . . . . . . . . 29
Expand Your Base of Contacts . . . . . . . . . . . . . 78
two levels above you . . . . . . . . . . . . . . . . . . . . 156
Friends and Acquaintances . . . . . . . . . . . . . . . . 79
vertical niche . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
getting personal introductions . . . . . . . . . . . . . . 77
Liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152
increase your probability of success . . . . . . . . . 10
allowing you to suppress . . . . . . . . . . . . . . . . . . 88
Informational Interviews . . . . . . . . . . . . . . . . . . 31
Career Liabilities . . . . . . . . . . . . . . . . . . . . . . . 224
Membership Organizations . . . . . . . . . . . . . . . . 81
diminish your liabilities . . . . . . . . . . . . . . . . . . . 40
Most Powerful Job Hunting Strategy . . . . . . . . 77
How to Deal With Them . . . . . . . . . . . . . . . . . 189
Networking Candidates . . . . . . . . . . . . . . . . . . . 12
Liabilities And Concerns . . . . . . . . . . . . . . . . . 189
Obtain Specific Personal Introductions . . . . . . . 79
overcoming concerns, liabilities . . . . . . . . . . . 186
Opportunity Window . . . . . . . . . . . . . . . . . . . . . 11
Powerful Strategy For Overcoming Concerns
Personal Marketing Plan . . . . . . . . . . . . . . . . . 152
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 191
Primary Influentials . . . . . . . . . . . . . . . . . . . . . . 80
Record your career liabilities . . . . . . . . . . . . . . . 30
Referral Service . . . . . . . . . . . . . . . . . . . . . . . . . 81
Shift-Test-Illustrate-Feedback . . . . . . . . . . . . . 191
Sample Dialogue . . . . . . . . . . . . . . . . . . . . . 81, 84
Marketing Plan . . . . . . . . . . . . . 67, 152, 157, 233, 296
Secondary Influentials . . . . . . . . . . . . . . . . . . . . 80
Marketing Yourself . . . . . . . . . . . . . . . . . . . . . . . 7, 50
Sources of Contacts and Referrals . . . . . . . . . . . 84
Membership Organizations . . . . . . . . 81, 82, 155, 261
Tap The Unadvertised Job Market . . . . . . . . . . 10
Microsoft . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
the hub of a wheel . . . . . . . . . . . . . . . . . . . . . . . 77
Misemployed . . . . . . . . . . . . . . . . . . . . . . . . . . . 15, 17
The Informational Interview . . . . . . . . . . . . . . . 84
Motive
The Power of Networking . . . . . . . . . . . . . . . . . 77
Motive and Interest . . . . . . . . . . . . . . . . . . . . . 177
Three Possible Outcomes . . . . . . . . . . . . . . . . . 85
Six Qualifying Questions . . . . . . . . . . . . . . . . . 24
Two Objectives of Networking . . . . . . . . . . . . . 78
two-fold concern for the employer . . . . . . . . . 177
Unadvertised Job Market . . . . . . . . . . . . . . . . . . . 9
Why are you in the job market . . . . . . . . . . . . . 24 Objections
Myers-Briggs Sixteen Personality Types . . . . . 22, 241
Mean They are Interested . . . . . . . . . . . . . . . . 189
Negotiating . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 235
overcoming . . . . . . . . . . . . . . . . . . . . . . . . . . . 186
approximately 15% higher . . . . . . . . . . . . . . . 211
PAR And STIF . . . . . . . . . . . . . . . . . . . . . . . . 186
Before you do any negotiating . . . . . . . . . . . . 214
Prepared Responses . . . . . . . . . . . . . . . . . . . . . 143
Negotiating a Better Offer . . . . . . . . . . . . . . . . 210
smoke out any remaining concerns . . . . . . . . . 182
Negotiating Compensation . . . . . . . . . . . . . . . 211
you must have some concerns . . . . . . . . . . . . . 182
negotiating compensation and benefits . . . . . . 125 Offer
Negotiating Redefinition of a Job . . . . . . . . . . 210
10 to 15% higher than the base . . . . . . . . . . . . 214
negotiating suitable compensation . . . . . . . . . . 210
always accept it verbally . . . . . . . . . . . . . . . . . 215
negotiating the nature of the position . . . . . . . 210
Avoid Disagreement . . . . . . . . . . . . . . . . . . . . 191
redefine the nature of a job . . . . . . . . . . . . . . . 210
based on the value of the position . . . . . . . . . . 217
requires some precise insight . . . . . . . . . . . . . . 214
before accepting an offer . . . . . . . . . . . . . . . . . 215
Understanding Salary Systems . . . . . . . . . . . . 215
comparative offers . . . . . . . . . . . . . . . . . . . . . . 215
where money is discussed . . . . . . . . . . . . . . . . 211
confirm your acceptance in writing . . . . . . . . . 215
Negotiations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 215
convert interviews to offers . . . . . . . . . . . . . . . 152
AIRFOWNS . . . . . . . . . . . . . . . . . . . . . . . . . . 219
Dress to Your Potential . . . . . . . . . . . . . . 163, 168
basis for your negotiations . . . . . . . . . . . . . . . . 217
Elicit a Firm OFFER . . . . . . . . . . . . . . . . . . . . 212
Eight Steps to Successful Negotiations . . . . . . 219
Evaluating And Accepting Offers . . . . . . . . . . 215
focus instead on "futures." . . . . . . . . . . . . . . . . 215
Get it in WRITING . . . . . . . . . . . . . . . . . . . . . 212
General Guidelines For . . . . . . . . . . . . . . . . . . 215
How much are you offering? . . . . . . . . . . . . . . 180
has become more fluid . . . . . . . . . . . . . . . . . . . 215
I WOULD BE EVEN MORE EXCITED . . . . 213
Method to Successful Negotiations . . . . . . . . . 212
increased offers . . . . . . . . . . . . . . . . . . . . . . . . 214
purpose of these negotiations . . . . . . . . . . . . . 211
Job offer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Networking
Meeting of the minds . . . . . . . . . . . . . . . . . . . . . . 6
40% networking . . . . . . . . . . . . . . . . . . . . . . . . 153
NEGOTIATE for Maximum Salary . . . . . . . . 213

Index Pg. 331

Negotiating a Better Offer . . . . . . . . . . . . . . . . 210

Negotiating Compensation . . . . . . . . . . . . . . . 211
never accept it on the spot . . . . . . . . . . . . . . . . 215
present compensation as a basis for . . . . . . . . . 216
Selection Criteria . . . . . . . . . . . . . . . . . . . . . . . . 19
They may be considering making . . . . . . . . . . 180
This approach should clarify . . . . . . . . . . . . . . 212
When to Give References . . . . . . . . . . . . . . . . . 74
winning job offers . . . . . . . . . . . . . . . . . . . 13, 194
Open-ended Questions . . . . . . . . . . . . . . . . . . . . . . 199
Operations/Production . . . . . . . . . 27, 28, 37, 275, 290
Opportunity Window . . . . . . . . . . . . . . . . . . . . . . . . 11
Option-Value Decision Making Matrix . . . . . . . . . . 29
PAR (Problem-Actions-Results) . . . . . . . . . . . . . . . 47
a PAR story . . . . . . . . . . . . . . . . . . . . . . . . . . . 142
ask a feedback question . . . . . . . . . . . . . . . . . . 188
avoid using "we" . . . . . . . . . . . . . . . . . . . . . . . . 47
be ready to relate a brief PAR . . . . . . . . . . . . . 142
Career Highlights . . . . . . . . . . . . . . . . . . . . . . . . 54
Demonstrate Multiple Characteristics . . . . . . . 188
demonstrate relevant points . . . . . . . . . . . . . . . 189
develop a PAR to support . . . . . . . . . . . . . . . . . 47
example . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178
Half a dozen carefully prepared . . . . . . . . . . . . 188
help you be convincing and credible . . . . . . . . 214
how to use your PAR's . . . . . . . . . . . . . . . . . . 186
Illustrate Your Positive Qualities . . . . . . . . . . 194
Illustrate your positive qualities with . . . . . . . 191
Letter for Imminent Opportunities . . . . . . . . . 305
Letter in Response to Ads . . . . . . . . . . . . . . . . 297
Letter to Primary Employers . . . . . . . . . . . . . . 307
method for relating stories . . . . . . . . . . . . . . . . . 47
overcome the credibility gap . . . . . . . . . . . . . . . 47
overcome the real issue . . . . . . . . . . . . . . . . . . 191
PAR And STIF . . . . . . . . . . . . . . . . . . . . . . . . 186
PAR Story Examples . . . . . . . . . . . . . . . . . . . . . 48
PAR Worksheet . . . . . . . . . . . . . . . . . . . . . . . . . 49
practice your PAR's . . . . . . . . . . . . . . . . . . . . . 153
should be short and to the point . . . . . . . . . . . . . 47
should not exceed 2 or 3 minutes . . . . . . . . . . 186
Story Format . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
Telling Effective Supporting Stories . . . . . . . . 186
win the confidence and enthusiasm . . . . . . . . . . 47
Personal Characteristics . . . . . . . . . . . . . . . . 41, 42, 47
Personality Type . . . . . . . . . . 22, 23, 30, 240-247, 318
Phone Strategies . . . . . . . . . . . . . . . . . . . 136, 183, 203
Planning Schedule . . . . . . . . . . . . . . . . . 153, 154, 160
Positioning
accurate and concise mental picture . . . . . . . . . 33
Construction/Civil Engineering/Architecture . . 38
Dialogue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

example . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Examples of Repositioning . . . . . . . . . . . . . . . . 35
Finance/Administration . . . . . . . . . . . . . . . . . . . 36
Financial Institutions . . . . . . . . . . . . . . . . . . . . . 38
focusing and positioning tool . . . . . . . . . . . . . . 19
for the resume should be short . . . . . . . . . . . . . . 33
functional areas and level of income . . . . . . . . . 33
functional title rather than a job title . . . . . . . . . 33
General Management . . . . . . . . . . . . . . . . . . . . . 36
Government and Non-Profit Organizations . . . . 38
Health Care . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
International . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
Letter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
most important is the correct positioning . . . . . 33
Operations/Production . . . . . . . . . . . . . . . . . . . . 37
Positioning Options Menu . . . . . . . . . . . . . . . . . 36
Positioning Statement . . . . . . . . . . . . . . . . . . . . 54
Positioning Strategy . . . . . . . . . . . . . . . . . . . . 153
Positioning Yourself . . . . . . . . . . . . . . . . . . . . . 33
positioning yourself in the job market . . . . . . . . 25
precise niche language . . . . . . . . . . . . . . . . . . . . 33
Proactive Model . . . . . . . . . . . . . . . . . . . . . . . . . 19
Repositioning . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Sales/Marketing . . . . . . . . . . . . . . . . . . . . . . . . . 36
should consist of two to five words . . . . . . . . . . 54
The Positioning Statement . . . . . . . . . . . . . . . . . 33
Three Job Components . . . . . . . . . . . . . . . . . . . 25
to your resume what a headline is to a newspaper
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
used in all communications . . . . . . . . . . . . . . . . 33
win more interviews and job offers . . . . . . . . . . 33
win the attention of prospective employers . . . . 33
Presentation Strategy . . . . . . . . . . . . . . . . . . . . . . . . 40
Primary Employer . 156, 159, 161, 203, 296, 308, 313
Printing . . . . . . . . . . . . . . . . . . . . . . . . 55, 59, 60-62, 64
Proactive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
a proactive approach to the job search . . . . . . . . . 4
A Proactive Perspective . . . . . . . . . . . . . . . . . . 136
A Step-by-Step Proactive Method . . . . . . . . . . 137
Achievement Resume . . . . . . . . . . . . . . . . . . . . 57
An Example . . . . . . . . . . . . . . . . . . . . . . . . . 12, 34
Be Proactive Not Reactive . . . . . . . . . . . . . . . 4
become proactive by getting focused . . . . . . . . 15
Begin at the End . . . . . . . . . . . . . . . . . . . . . . . . 17
begin to develop . . . . . . . . . . . . . . . . . . . . . . . . . 5
Going toward the "carrot" . . . . . . . . . . . . . . . . . . 5
helping others get what they want . . . . . . . . . . . . 5
Never make any negative references . . . . . . . . 178
possibility thinker . . . . . . . . . . . . . . . . . . . . . . . 16
proactive approach . . . . . . . . . . . . . . . . . . . . . . . . 5
proactive language . . . . . . . . . . . . . . . . . . . . . . 5, 6
proactive market driven strategy . . . . . . . . . . . . . 7

Index Pg. 332

Proactive Model . . . . . . . . . . . . . . . . . . . . . . 19, 20

Proactively Marketing Yourself . . . . . . . . . . . . . 7
Replace Reactive with Proactive Language . . . . 5
step-by-step proactive method . . . . . . . . . . . . . 137
The Introduction Letter . . . . . . . . . . . . . . . . . . . 57
to influence or be in control of . . . . . . . . . . . . . . 4
two approaches . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Pulling the rope . . . . . . . . . . . . . . . . . . . . . . . . 4
The Carrot vs. the Stick. . . . . . . . . . . . . . . . . . 4
Problem Looking for a Solution . . . . . . . . . . . . . . . . . 6
Psychology of Color . . . . . . . . . . . . . . . . . . . 166, 170
Pulling the rope . . . . . . . . . . . . . . . . . . . . . 5, 7, 17, 20
Qualifications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
concept of qualifications is changing . . . . . . . . 21
Do not rely on your qualifications . . . . . . . . . . . 40
qualifications employers look for . . . . . . . . . . 152
Qualifications Summary . . . . . . . . . . . . . . . . . . 54
Qualifications Summary of your resume . . . . . . 41
Qualifications-Aptitude-Attitude . . . . . . . . . . . . 21
relevant experience and education . . . . . . . . . . . 21
Three Selection Criteria . . . . . . . . . . . . . . . . . . . 21
Traditional qualifications consist of . . . . . . . . . 21
Questions
"trick" questions . . . . . . . . . . . . . . . . . . . . . . . . 64
Additional Frequently Asked Questions . . . . . 200
Afford . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
anticipating questions and concerns beforehand
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Asking Questions . . . . . . . . . . . . . . . . . . . . . . . 173
Bottom line . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Completing Applications . . . . . . . . . . . . . . . . . . 64
examples of questions . . . . . . . . . . . . . . . . . . . 175
examples of questions you could ask . . . . . . . 173
Expertise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
inability to answer questions . . . . . . . . . . . . . . 136
Interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Master The Most Grueling Questions . . . . . . . 197
may appear to be "illegal" . . . . . . . . . . . . . . . . . 65
Motive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Open-ended Questions . . . . . . . . . . . . . . . . . . . 199
practice responding to typical questions . . . . . 138
Preparing For The Tough Questions . . . . . . . . 197
probing questions . . . . . . . . . . . . . . . . . . . . . . . . 2
questions to answer in career planning . . . . . . . 17
Questions to Ask Yourself . . . . . . . . . . . . . . . . . 91
Reference Checks . . . . . . . . . . . . . . . . . . . . . . . 71
Risk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Six Qualifying Questions . . . . . . . . . . . . . . 24, 40
Starter Questions . . . . . . . . . . . . . . . . . . . . . . . . 42
Telephone Tips . . . . . . . . . . . . . . . . . . . . . . . . 145
The "Objection in Disguise" . . . . . . . . . . . . . . 200
The 11 reference checks questions . . . . . . . . . 73

Thirteen-Step Agenda . . . . . . . . . . . . . . . . . . . 183

traditional offensive questions . . . . . . . . . . . . . . 82
unpredictable questions . . . . . . . . . . . . . . . . . . 136
What Is The Next Step? . . . . . . . . . . . . . . . . . . . 18
What is Your Ultimate Career End Outcome? . 17
What Obstacles Are In The Way? . . . . . . . . . . . 17
Which Is The Best Strategic Approach? . . . . . . 17
Reactive . . . . . . . . . . . . 4-7, 15, 17, 20, 27, 34, 57, 189
Recruiters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154
20% ads and recruiters . . . . . . . . . . . . . . . . . . . 153
Campaign Planning Schedule . . . . . . . . . . . . . 158
Career Changers Not Attractive Candidates . . . 70
Cover Letter to Recruiters . . . . . . . . . . . . . . . . 301
directories of executive recruiters . . . . . . . . . . . 69
Electronic Recruiting Exchange . . . . . . . . . . . 113
Employers with Current Job Openings . . . . . . . . 9
employment agencies . . . . . . . . . . . . . . . . . . . . 68
executive search firms . . . . . . . . . . . . . . . . . . . . 68
headhunters . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
Hotel-Jobs.com . . . . . . . . . . . . . . . . . . . . . . . . 113
How They Find and Select Candidates . . . . . . . 68
Initiating Contact with Recruiters . . . . . . . . . . . 69
InsuranceRecruiters.com . . . . . . . . . . . . . . . . . 114
Listed with Recruiters . . . . . . . . . . . . . . . . . . . . . 9
Other Firms Are More Generalized . . . . . . . . . . 68
placement firms . . . . . . . . . . . . . . . . . . . . . . . . . 68
practice responding to typical questions . . . . . 138
Recruiter Candidates . . . . . . . . . . . . . . . . . . . . . 12
recruiters will require references . . . . . . . . . . . . 74
RecruitersOnline.com . . . . . . . . . . . . . . . . . . . . 97
Some Recruiters Specialize . . . . . . . . . . . . . . . . 68
they do not work for you . . . . . . . . . . . . . . . . . . 68
unwilling to pay recruiter fees . . . . . . . . . . . . . . 10
work for, and are paid by, the employer . . . . . . 68
Working with Recruiters . . . . . . . . . . . . . . . . . . 68
You should be very selective . . . . . . . . . . . . . . 154
Redefining . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 211
Reference Checks . . . . . . . . . . . . . . . . . . . . . . . . 71, 75
References . . . . . . . . . . . . 17, 30, 55, 56, 59, 65, 71-76
Research
AcademicKeys.com . . . . . . . . . . . . . . . . . . . . . 106
Actors, scriptwriters, free lance researchers . . 316
Anatomists, biochemists, researchers, toxicologists
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 315
applied research . . . . . . . . . . . . . . . . . . . . . . . . 237
Applied Research Technician/Engineer . . . . . . 38
Association for Computing Machinery . . . . . . 104
beyond the imminent opportunity . . . . . . . . . . . 90
BioJobNet.com . . . . . . . . . . . . . . . . . . . . . . . . 103
Business Directories . . . . . . . . . . . . . . . . 127, 320
Business, Professional, Trade Publications . . . 322
Commercial Nonphysical Research . . . . . . . . . 261

Index Pg. 333

Commercial Physical Research Svcs . . . . . . . . 261

pure research . . . . . . . . . . . . . . . . . . . . . . . . . . 237
Computers, Mathematics, Operations Research
Pure Research Technician/Engineer . . . . . . . . . 38
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 265
Quirks.com/Jobmart . . . . . . . . . . . . . . . . . . . . 116
Dietitians, food research specialists . . . . . . . . . 315
Research & Development/Scientific/Technical
Direct market research . . . . . . . . . . . . . . . . . . . . 28
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
Due Diligence . . . . . . . . . . . . . . . . . . . . . . . . . 173
research about employers . . . . . . . . . . . . . . . . . 63
Economists and Marketing Research Analysts
Research and Development . . . . . . . . . . . . . . . . 27
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 265
Research and Development/Science/Quality . . 119
Economists, lecturers, researchers . . . . . . . . . . 315
Research Associate . . . . . . . . . . . . . . . . . . . . . . 38
ENFP (Counselor) . . . . . . . . . . . . . . . . . . . . . . 242
Research Chemist . . . . . . . . . . . . . . . . . . . . . . . 38
ENTP (Entrepreneur) . . . . . . . . . . . . . . . . . . . . 243
research the organization beforehand . . . . . . . . 57
Examples From the Encyclopedia of Associations
research, analysis . . . . . . . . . . . . . . . . . . . . . . . 234
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 130
ResearchInfo.com . . . . . . . . . . . . . . . . . . . . . . 116
Financial and Stock Reports . . . . . . . . . . 125, 319
Researching/Investigating . . . . . . . . . . . . . . . . 236
Finding the Right Employers & Jobs . . . . . . . . 94
Review of Secondary Reference Sources . . . . 124
Functional Organization Chart . . . . . . . . . . . . 263
Secondary Sources of Information . . . . . . . . . 123
General References and Directories . . . . 125, 319
Trade Show Exhibitor Directories . . . . . . 135, 323
Generic Internet Job Posting Sites . . . . . . . . . . . 95 Resume . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
Geographic Directories . . . . . . . . . . . . . . 134, 323
"WHO, WHAT, WHEN, WHERE, WHY and
Getting Organized . . . . . . . . . . . . . . . . . . . . . . . 63
HOW." . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
HealthJobSite.com . . . . . . . . . . . . . . . . . . . . . . 111
a one or two-page advertisement . . . . . . . . . . . . 50
Identifying Imminent Job Opportunities . . . . . . 87
Achievement Resume Format . . . . . . . . . . . . . . 51
Industry and Trade Directories . . . . . . . . 129, 321
best criteria to judge a resume . . . . . . . . . . . . . . 51
INFP (Quester) . . . . . . . . . . . . . . . . . . . . . . . . 245
Career Highlights . . . . . . . . . . . . . . . . . . . . . . . . 54
International Directories . . . . . . . . . . . . . 135, 323
E-Mail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
Internet Job Search Engines and Job Posting Sites
Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94
employers receive hundreds of resumes . . . . . . 50
Internet or library research . . . . . . . . . . . . . . . . 58
Employment History . . . . . . . . . . . . . . . . . . . . . 55
INTJ (Scientist) . . . . . . . . . . . . . . . . . . . . . . . . 245
good resume is like a newspaper story . . . . . . . 55
INTP (Architect) . . . . . . . . . . . . . . . . . . . . . . . 245
Graphics for Stationery and Resume . . . . . . . . . 61
Investigate/research/examine/analyze . . . . . . . . 46
Internet Job Search Engines and Job Posting Sites
Investigative (Analytic-Scientific) . . . . . . . . . 240
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94
Investigative Reporters and Editors . . . . . . . . . 118
Keeping References up to Date . . . . . . . . . . . . . 75
Most resumes present features . . . . . . . . . . . . 50
ISTJ (Trustee) . . . . . . . . . . . . . . . . . . . . . . . . . 246
not revealed by your resumes . . . . . . . . . . . . . . 19
Market Research Manager . . . . . . . . . . . . . . . . . 36
Personal Interests . . . . . . . . . . . . . . . . . . . . . . . . 55
Market Researcher . . . . . . . . . . . . . . . . . . . . . . . 36
Positioning Statement . . . . . . . . . . . . . . . . . . . . 54
marketing research . . . . . . . . . . . . . . . . . . . . . . 234
Printing and Word Processing . . . . . . . . . . . . . . 60
Meta Job Search Internet Sites . . . . . . . . . . . . . 94
Professional Resume Preparation . . . . . . . . . . . 56
Niche Specialty Internet Job Posting Sites . . . . 97
Provide a Copy of Your . . . . . . . . . . . . . . . . . . . 74
Noncommercial Research Organizations . . . . 261
Qualifications Summary . . . . . . . . . . . . . . . . . . 54
On-Line Data Bases and Mailing Lists . . . . . . 128
resume databases . . . . . . . . . . . . . . . . . . . . . . . . 94
On-Line Databases and Mailing Lists . . . . . . . 320
Resume Function . . . . . . . . . . . . . . . . . . . . . . . . 50
Operations Research Analysts . . . . . . . . . . . . . 265
Resume Heading . . . . . . . . . . . . . . . . . . . . . . . . 54
Organic-Research.com/jobs . . . . . . . . . . . . . . . 100
Resume Samples . . . . . . . . . . . . . . . . . . . . . . . 275
Organization Literature . . . . . . . . . . . . . . . . . . 124
Resume Writing Guidelines . . . . . . . . . . . . . . . . 55
PharmaJobs.com . . . . . . . . . . . . . . . . . . . . . . . 104
Sample Resume . . . . . . . . . . . . . . . . . . . . . . . . . 51
Primary Sources of Information . . . . . . . . . . . 123
Selecting a Printer . . . . . . . . . . . . . . . . . . . . . . . 60
Professional and Specialized Directories . . . . . 131,
Selecting Your Paper . . . . . . . . . . . . . . . . . . . . . 60
321
should hold the interest of the reader . . . . . . . . . 50
Psychologists, professors, researchers . . . . . . . 314
tell a story in an interesting way . . . . . . . . . . . . 50
Public administrators and researchers . . . . . . . 314
The Positioning Statement . . . . . . . . . . . . . . . . . 33
Publications . . . . . . . . . . . . . . . . . . . . . . . . . . . 133

Index Pg. 334

the six qualifiers . . . . . . . . . . . . . . . . . . . . . . . . 51

What constitutes an effective resume . . . . . . . . 51
Writing a Winning Resume . . . . . . . . . . . . . . . . 50
Sales/Marketing . . . . . . . . . 26-28, 36, 52, 54, 275, 288
Sample Action Words . . . . . . . . . . . . . . . . . . . . . . . 46
Secondary Employer . . . 155, 156, 159, 161, 296, 310,
313
Secondary Influentials . . . . . . . . . . . . . . . . . . . . . . . 80
Six Qualifying Questions . . . . . . . . . . . . . . . . . . . . . 40
Solution Looking For a Problem . . . . . . . . . . . . . . . . 6
Stationery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60-62
STIF (Shift-Test-Illustrate-Feedback) . . 186, 191, 194,
196, 197, 200
Target Industries . . . . 25, 26, 33, 35, 75, 80, 249, 250
Termination . . . . . . . . . 1, 2, 41, 66, 92, 217, 219, 263
The Murdock Group . . . . . . . . . . . . . . . . . . . . . . . . . iii

Three Stages of Job Hunting . . . . . . . . . . . . . . . 2, 220

Ultimate Career End Outcome . . . . . . . . . . . . . . . . 178
Values
career values and goals . . . . . . . . . . . . . . . . . . . 16
core values are more important . . . . . . . . . . . . . 29
List of Sample Career Values . . . . . . . . . . . . . . 23
Option-Value Decision Making Matrix . . . . . . . 29
personality is a composite of . . . . . . . . . . . . . . . 22
Values and Work Preferences . . . . . . . . . . . . . . 23
Values Determine Our Work Preferences . . . . . 22
values for the work environment . . . . . . . . . . . . 15
work preferences are expressions of . . . . . . . . . 23
Word Processing . . 59, 60-63, 127, 146, 152, 246, 313
Work Preferences . . . . . . . . . . . . . . 22, 23, 30, 240-247

Index Pg. 335

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