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Networking in Your Industry and Beyond

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Once you understand how important networking is to your career, you’ll want to get started right away. Don’t limit your CHAMP network to your own company, or even your own industry! Get out of your own backyard as often as possible by attending formal and informal networking events. Within each industry, there are countless opportunities for formal networking. Try to persuade your manager to sponsor your attendance or participation. Many conference websites even offer templates and sample letters to help you do so!

Author’s note: This article is an excerpt from my book, Network Beyond Bias.

Professional Associations

Professional associations are typically non-profit organizations that seek to advance the “state of the art” in an industry or field of practice. These associations usually offer training events, certifications, professional designations, conferences, and networking events to members and prospective members. Such offerings are typically hosted by chapters at the local, state, and national levels, so you can determine how involved you want to be. To find an association in your field, search the web for “______ industry association” or “______ industry certification.” Be sure to include your specific industry in the search.

Interesting side note: There are even associations dedicated to people who run associations. I’ll be speaking at four or more such conferences (ASAE, CalSAE, ISAE, and TSAE) this year!

Many industries also groups dedicated to diversifying the talent pool and advancing specific demographic groups within the industry. In the cybersecurity industry, for example, the International Consortium of Minority Cybersecurity Professionals (ICMCP) hosts multiple events annually and has an active online community. Organizations like the National Association of African Americans in Human Resources (NAAAHR) and the National Association of Women Lawyers (NAWL) strive to meet the needs of affinity members in their respective fields. If you don’t identify with an organization’s target demographic, find out if allies are welcome as members or guests at their events. Don’t be afraid to show up at the conference that’s not for you. The experience will be invaluable!

Vendor User Groups

Does your company use software or information services from outside vendors? Check the websites of the companies that provide these services. They often host their own conferences, user groups, and advisory panels so they can stay connected to their customers. Be sure to check with your manager before attending, as your company may have a policy about what level of involvement is appropriate.

Industry Trade Shows

Going further, industry-wide trade shows bring together multiple vendors in one location. Your company may participate in some trade shows as a vendor and in others as a consumer of goods and services. Ask the salespeople in your company or industry about the trade shows they attend and see if you can tag along.

Colleges and Universities

Colleges and universities in your area may host recruiting and networking events so students can meet with or learn from alumni and local professionals. Some of these events are specific to fields of study, others are not. Call your company’s HR department or check the local campus’s website to find these opportunities. Remember to ask how you can get involved with mentoring programs on campus as well!

Another way to make the most of your local campus (or an online program) is to take a class. During your studies, you’ll have a chance to collaborate and connect with people of all different backgrounds and ages. At the same time, you’ll build your own knowledge and skills, making you more valuable to your employer and your network!

Toastmasters Clubs

Membership in Toastmasters International is, in my opinion, the single best value in experiential learning. You can learn to speak in public, manage meetings, improve your listening skills, and test leadership skills. In the process, you’ll learn a lot about fellow club members, many of whom you would never have otherwise met. You expand your professional network while becoming more valuable within it!

Meetups and Community Events

Connecting in your local community is always time well spent, as it allows you to meet people who have similar passions. Becoming a volunteer in a community organization helps you build skills and self-confidence as well. Check sites like Meetup.com or VolunteerMatch.org for local opportunities to reach out and give back.

Social Media

Finally, and especially if you have mobility issues or significant time constraints, expand your network via social media. Join a Slack channel related to your field, industry, or interests. Engage with other professionals and thought leaders on Twitter. Scroll LinkedIn and comment on posts or articles that resonate with you. Contributing to discussions on these platforms can help you build both relationships and name recognition. I’ve personally used Twitter and LinkedIn to connect with thought leaders around the world, adding them to my own CHAMP Network over time.

Making Introductions: Tips for Value-Add Networking

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Perhaps you’ve already built a deep CHAMP Network through participation in Employee Resource Groups (ERGs), attending conferences, and building your personal brand on social media. You’ve started to build genuine relationships with a diverse collection of talented people. Now the real fun begins: making introductions. Everyday people make connections, but Superhero Networkers use introductions to create real magic in the world.  This article, adapted from my book Network Beyond Bias, shows you how.

Making Introductions: A How-to Guide

I prefer to make introductions via LinkedIn whenever possible. This allows both parties to research each other before making any further commitment. It also allows either party to opt out without having their personal contact information exposed. Here are some real-life examples of connections I’ve made in my own network. Identifying information has been removed to protect the individuals’ privacy.

Job Opportunity

You’ll learn about the dark side of airplane conversations elsewhere in my blog. But in a more productive scenario, I made the acquaintance of a seatmate who happened to be hiring in a high-demand field. A former colleague was launching a job search for just such an opportunity. I asked my seatmate for permission to make the connection and immediately did so.

D_____ - I just met V_____ on a plane. He works for <company> as a management consultant 
for their growing <function> practice. You should connect with him to learn about what he’s building over there!
V_____ – D_____ has executive level expertise in <function>, particularly in the XYZ industry. 
He is looking for new opportunities in the consulting space.
Happy connecting, gentlemen!

Media Exposure

Immediately after meeting with podcast host J_____ (whom I first met on Twitter), I set out to connect her with as many women as possible (and a few men) who might want to be interviewed on her show. In total, I connected her with more than a dozen entrepreneurs, authors, and community activists who could help her achieve her the goals of her podcast. On the flip side of that equation, up to a dozen people in my network are now getting a platform to spread their message and build their personal brands.

J____ - K_______ is an entrepreneur who helps women build wealth and 
negotiate for their value. She spoke at a recent conference I attended, and she was remarkable.
K_______ - J_____ is a career coach and hosts her own podcast, 
which features women whose work lifts up other women. 
I'll be interviewed for her show in June, and I'm connecting her to 
amazing women I know who meet her show's criteria.

Potential Business Partnership

In another case, I had met two women at different conferences (on opposite coasts!) who were in similar lines of work. Both entrepreneurs with focused specialty areas, I suspected they might have occasion to rely on each other’s expertise. I asked each of them for permission to make the connection before creating a Group Message on LinkedIn.

Ladies! Since you are both in the research consulting field, 
I thought you might benefit from connecting. 
If memory serves correctly, A_____ works in qualitative research, 
and M______ in quantitative. I don't know much about research consulting, 
but it sounds like a potential collaboration opportunity. Happy networking!

Request for Information

J____ announced on Twitter that she was moving out-of-state and needed some help with the transition. Her tweet appeared in my feed because someone I follow retweeted her request. I asked J____ to send me a LinkedIn invitation so I could connect her to G___, the leader of a California association for HR professionals. I had met G___ when speaking at a conference just a few weeks prior.

G____, J____ is an HR professional moving to California. She has questions about state-specific regulations. 
I am hoping you can be a resource for her. Happy connecting!

The Common Threads for These Connections

The most important aspect of making introductions is to be intentional about matchmaking. I wouldn’t have connected research consultant M____ to management consultant V____. And I wouldn’t have sent HR professional J____ to just anyone on the west coast; I connected her to someone who runs an association specific to her needs.

When making introductions, be clear about what each person needs and can offer the other. Explicitly state the reason for the match and be transparent about the extent of your existing relationships. Use genuine praise when warranted, and never vouch for someone beyond your personal experience with them. Saying a total stranger is “the best marketing consultant in the business” dilutes your credibility. For example, I stated that my knowledge of management consultant V____’s background was limited to what he told me on the plane. On the other hand, referring to long-time colleague D______ as “an executive-level expert,” conveys the level of trust I have in making that recommendation.

Another critical factor in making introductions is to ask for nothing in return. No finders’ fees, no mentions on social media, no requests that they “return the favor” or “owe me one.” Any genuine effort to help others builds trust, creates value, and elevates your standing among your colleagues. To that end, I hope my friends will forgive me for using these examples. I believe that real examples carry more credibility. If this article inspires you, please let me know how you’re making introductions within your own network!

How Long Will You Continue to Work? Combating Age Discrimination

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Age discrimination is gaining more attention in the media, as Baby Boomers’ influence in the workplace is dwindling. Millennials now comprise the largest segment of the workforce. Ask anyone over 50: it’s tough to compete with tech-savvy, confident 20-somethings who know how negotiate wages, benefits, and company culture. During several recent conversations within and around my Associate Network, the topic of age discrimination has been dominant. For Baby Boomers who still consider themselves “mid-career professionals,” job security, health insurance coverage, and financial stability are significant concerns.

Author’s note: This article is an excerpt from my book, Network Beyond Bias.

The author of the following embedded essay wishes to remain anonymous. I take that trust seriously, and I am happy to have a platform for this story to be told. I have added some links and subheadings, but left the content otherwise unchanged.

Facing Age Discrimination in a Job Interview

The interview was, in my opinion, proceeding well. I had done my research about the role and associated responsibilities; I was asking as many questions of the hiring manager as the hiring manager was asking of me; my skills matched what the hiring manager expected the ideal candidate to possess; and it seemed like a mutual respect had been established in a short time frame. In an instant, though, all that changed – all because of one question: “How long do you think you’ll continue to work?”

Thinking that somehow I had not heard the question correctly I asked, “Could you repeat that question for me?”

“Yes. How long do you think you’ll continue to work?”

The thoughts that immediately flew through my mind are inappropriate to share as anger swelled up to the surface. Waves of anger, in fact. It took me time to damp down the anger and become composed to the point of where a clear thought came to the forefront, “No way will I answer this question.”

There was a long period of silence. The answer to the question finally came out, “I refuse to answer that question.” I knew that I had just ensured the chances for landing the job were nil. Even if I had answered the question with a time frame, my odds would have only slightly improved. Why? Because it was apparent the hiring manager had determined I was of the age where I would presumably retire within the next five to ten years. It was equally clear this hiring manager was hesitant to take a chance on a worker who may retire in the not-so-distant future. I had run up against age bias regarding older workers in the workforce.

It is important to note I recognize the situation as an age bias regarding older workers. I do so as there is also age bias regarding younger workers. Think about all the quips one hears ranging from someone is a “dinosaur” (older worker age bias) to being a “newbie” (younger worker age bias).

Age Discrimination Is Illegal in the United States

So, age bias is age bias, right? Not so much. A web search for “age discrimination in the workplace” yields 510,000 results. You can find scores more by varying the verbiage in your web search. Nearly all of these articles and news items deal with age bias against older workers  defined as workers 40 and above, consistent with the Age Discrimination Employment Act of 1967 (see 29 U.S.C. § 631). Gosselin and Tobin, authors of “Cutting ‘Old Heads’ at IBM” (ProPublica, March 22, 2018) provide detailed documentation and research suggesting a pattern of targeting older, highly paid, good performing employees at IBM from 2012 through 2017. Older workers, it seems, may indeed be facing more age bias than younger workers.

But it doesn’t have to be this way. As a hiring manager myself, I see my job as finding the right person for any open position. I acknowledge and address any biases I may have about the “ideal” candidate in order to ensure no candidate is overlooked because of my biases. Recently I have asked recruiters to scrub resumes of dates in order to ensure I don’t try to figure out how old the applicant is or how long an applicant has been in a certain position. My experience with this approach has been positive as a more diverse group of applicants ends up in the interview pool. It benefits not only me but my organization as I do find the right person for the position.

I challenge other hiring managers to challenge their biases and find ways to give all applicants a fair chance. Had the hiring manager cited above done just then this blog post might not have happened. As it stands, am happy not to have been selected after such a question.

Age Discrimination Will Affect Us All, Eventually

Although I belong to Gen-X, I can see that the large populations of Millennial and Gen-Z workers poses an imminent threat to my own career longevity. As such, I am seeking to educate myself now so I have enough runway to manage the risk. I’m curious as to how others see themselves “aging out of the workforce.” Do you think you’ll be able to leave on your own terms? If not, how will you manage the gap between your last day on the job and your retirement?

Choose the Best Candidate, Not the Most Obvious One

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When you make a decision about your own career, you want to consider the most important factors and make the best choice. If you are a hiring manager, you must also make decisions about other people’s careers. Taking on this level of responsibility requires you to understand and guard against your own biases. After all, your objective is to choose the best candidate, not the most obvious one. This article provides some insights into making more informed hiring decisions.

Preparation Is Critical

If you’ve done your homework, you’ve already positioned yourself to make a good hiring decision. By carefully crafting and strategically distributing the job description for your posting, you have ensured that your slate of candidates is as diverse as possible. You’ve followed scoring criteria for evaluating resumes and conducting fair interviews. Now it’s time to for the hard work: making a hiring decision.

Choose the Best Candidate with Predetermined Criteria

You should already have a weighted scoring system for the job’s key qualifications. When all the interviews are complete, compare your scores with those of other interviewers. Be sure to talk about differences in the scores.  If someone has reservations about a particular applicant, dig into their concerns to find out why. Do those concerns reflect the limitations of the candidate or the biases of the interviewer? Be diligent in uncovering interviewers’ biases.

One way to check your process is to be very transparent with your applicants and with the existing team. If you can clearly state how your “winning” candidate scored relative to other applicants, you’ve probably done a good job. On the other hand, being unable (or afraid) to articulate what drove your decision is a sign that you made a biased hiring decision.

Break Scoring Ties with a Skills Assessment or Work Simulation

Even the best scoring criteria can result in ties or results that are “too close to call.” When you have two or more applicants that seem very similarly qualified, there are a number of ways to break the tie without relying on your gut.

  • Ask your finalists to complete a skills assessment or aptitude test.
  • Provide your finalists with a real-life problem that your team or company is facing.
  • Request a writing sample.
  • Schedule time for them to deliver a presentation or a similar indicator of how they would perform on the job.

Whichever method you use, ensure once again that your evaluation criteria are determined in advance. Then add the new data together with the original resume and interview scores. In other words, try to make your decision as objective as possible. That way, you can really drive to the best decision, not the candidate that you like the best.

Remember that Soft Skills Are “Teachable” Too

Many employers admit to secretly administering a “beer test” in interviews. The “beer test” is a measure of likability and is a direct expression of our affinity biases. If likability is important to you, make it a factor in your criteria. Just don’t make it the only criteria, nor the most important one.  Remember that your goal is to choose the best candidate for the job, not the best candidate for you.

Keep in mind that soft skills, including likability, can be taught. Often, managers think that we can only teach technical skills. When we think this way, we’re really missing the boat. We may have people who are very technically capable but who lack some of the soft skills. But none of us was born knowing how to have empathy. We weren’t born knowing how to present to a room of people. And most of us weren’t born good listeners.

We had to learn those skills, too, at some point. Maybe we’ve turned them into strengths, or maybe we just grit our teeth and continue working on them. Regardless, we acquired them somehow. Challenge yourself and your leadership team with questions about how can you help the highest-scoring candidate improve the skills (whether technical or interpersonal) that they lack. That way, you’ll be sure to choose the best candidate from the applicant pool.

Job Descriptions: 4 Tips for Attracting Diverse Candidates

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Are you ready to expand your team or backfill an open position? If so, first take a moment to consider the importance of job descriptions and job postings in diversifying your company, team, and professional network. For many candidates, the first time they will learn of your organization is when they see a job description for an open position. It is from there that they will (hopefully) research your company. However, if you want a diverse slate of candidates to respond to your “help wanted” advertisement, you need to make that clear. This article outlines four tips for doing so.

Watch Your Language

There’s a lot of bias that creeps into our job descriptions. Where we get into trouble is usually not in the verbs and the nouns. “Design user interfaces” or “meet sales targets” are clear and inclusive. When you have short descriptions about what the job is – a verb and a noun – you’re usually okay.

It’s the adjectives and adverbs that seem to get us into trouble. When we use words like aggressive, controlling, assertive, and directive, we tend to get more male applicants. The word ‘competitive’ tends to attract male applicants in greater proportions. Words like ‘collaborative’ and ‘supportive’ tend to attract female applicants in larger numbers.

Instead of using charged adjectives, take a look at what you really value for the position. What are we really looking for, in terms of the tasks, goals, or objectives? Do not focus on the personal characteristics of the “ideal candidate.” People can accomplish the same goal in a lot of different ways. Focus less on the how and more about the what in your job descriptions.

Also consider whether you are likely to attract candidates with transferable skills from other industries. Remove proprietary and industry-specific language from your job descriptions whenever possible. Pay close attention to acronyms, references to specific software packages, and other terms that qualified job-seekers may not recognize or understand. Of course, there are instances where those skills are essential to success in the job. Still, challenge your assumptions about those skills to ensure you’re not missing out on the best person for the job.

Field Test Your Job Descriptions

Once you have a job description, take it to someone in your organization that you think would be a perfect candidate for the job. This may be somebody who’s already doing the job. If you can get a diverse group of people to look at it, even better. Let’s say you have four people in the company who are very different who are already doing similar work. Ask them to read the job description and give you feedback on whether they would apply for that job. If there are people that are already doing the work that would feel intimidated by the posting, you’re probably off target with your job description.

Go Where Your Candidates Are

Where you post is just as important as what you post. The internet is great for job postings, but be careful if that’s your only distribution channel. People in rural areas, people over the age of 45 or 50, and a lot of minority candidates do not use the internet for their job searches. Find where the people are that are qualified for the position that you’re posting and post it there. Get out of your own company (and possibly your industry) and look around at where qualified people really are. If they are at association events or conferences, are there specific conferences for affinity groups in your industry? If they are online, do they use specific job search sites to ensure they’re seeing employers committed to their communities? Go where your candidates are, not where you expect them to be.

Declare Your Commitment to Diversity (And Mean It)

Finally, put your company’s non-discrimination language and links to your diversity initiatives in every posting. Candidates from underrepresented racial and ethnic groups want to know that they will not be expected to integrate your company. LGBTQ candidates need to know they will not be fired or marginalized, especially in states without protections for LGBTQ workers. Candidates with disabilities want to know they will be welcomed as equals. Women need to feel safe from sexual harassment. And all your candidates want to know they will have opportunity for development, advancement, and fulfillment in their work. If you can’t make these promises – and back them up – even the best job descriptions can’t save you.