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This story was printed from ZDNet =
Australia.
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A how-to=20 for high-tech survival

August 08, 2001
URL: = http://www.zdnet.com.au/jobs/features/story/0,2000012413,2025316= 1,00.htm

   
Bushwhack phone calls, ambush email and guerrilla = attacks:=20 These are the tactics for hard-core job hunters in the New = Economy.=20

They're also the tenets of a new book by Brian Barton, a = 35-year-old=20 Silicon Valley author who teaches laid-off technology workers how = to land=20 their next gig. Barton's self-published "High-Tech Survival = Guide"=20 has sold out three times to rave reviews on Amazon.com.=20

Barton's no-frills, 20-page work is a stark contrast to denser = tomes=20 about career management. It includes scripted conversations with = hiring=20 managers, tips to figure out office phone extensions, and = strategies for=20 discerning corporate email addresses.=20

Barton, who spent 10 years as a contract project manager and = writer for=20 San Francisco-area technology companies, wrote the book for job = seekers=20 who have the gumption to try his "sneaky tricks." (For instance, = he=20 recommends waiting for one week to respond to a classified job ad, = then=20 calling the hiring manager and sympathising with the hundreds of = emails=20 and letters he or she must have received.)=20

After a day of outplacement clinics at a large Silicon Valley = tech=20 company, Barton sat down to sip coffee at the local Starbucks and = share=20 some trade secrets with CNET News.com.=20

Q: Why did you write "The High-Tech Survival Guide"? =
A: It=20 was mostly that as layoffs started happening, my friends started = emailing=20 me saying, "Brian, how do I go about getting a new job? What do I = do?" I'd=20 held so many jobs, mostly as a contractor, that I had experience=20 approaching hiring managers. So I started emailing them tips, and = the tips=20 grew too large, so I created the book. I hope it doesn't sound = immodest to=20 say this, but it's actually the only job-hunting book I'm aware of = that's=20 actually written by a professional job hunter. That's what I do. = I've been=20 working as a contractor for the past 10 years. For better or for = worse,=20 I've needed to find employment after every contract.=20

You advise job seekers to wait for one week after an online = or=20 newspaper classified ad is published before applying to that job. = You say=20 that the delay distinguishes you from the masses. How did you = figure this=20 out?
I've tried waiting two days; I've tried waiting for = two=20 weeks. Those didn't work. I figured one week was just right. = Mostly, it=20 was just trial and error. I've tried all the tips in the book, and = they=20 all worked for me...I used to work as a hiring manager. I can = honestly say=20 that if you didn't follow these rules, I would never have even = seen your=20 resume.=20

When submitting a resume to a prospective boss, what's the = most=20 important thing job seekers should remember?
No. 1 is if = you're=20 applying for a job as a sales manager, make sure that your resume = says=20 that your last job was as a sales manager. If your previous = position was=20 not exactly sales manager, contact the hiring manager and talk to = him=20 about that because he'll screen you out based exclusively on your = title.=20

Think about it: The hiring manager will have 50 or 75 resumes = on the=20 desk. He'll look at each one for 5 or 6 seconds. If your previous = title=20 doesn't match the one they're looking for, you better have a = pretty good=20 excuse.=20

Let's say you're an associate sales manager and you want a = position=20 at another company as a sales manager. What do you say? =
Without=20 lying, what I would do is contact the hiring manager before you = even send=20 the resume and say, "Look, I'm an associate sales manager, and I = have=20 three years of inside sales experience, two years of project = management,=20 one year of business development. I have the right skills that you = want,=20 but my title wasn't the same."=20

After matching up the titles, what's the next most important = thing?
Ensure that you have the exact same buzzwords on = your=20 resume that they say. If they're looking for XML, Java, C++,=20 JavaScript--whatever--you have to have those exact same buzzwords. = Think=20 about it: All of us probably know 15 computer applications, but we = only=20 put a handful of them on the resume. They may be looking for = someone who=20 knows Visio Flowcharting, and if you don't put it down on there, = you could=20 get screened out. You gotta get those buzzwords down.=20

This implies to me that you need a different resume for = every=20 position to which you apply. Isn't that a huge amount of work? =
There's no question about it: Turn in a different resume for = every=20 job. It doesn't mean you have to write a new resume from top to = bottom for=20 every job, but you really need to highlight the skills that = they're=20 looking for.=20

Start with a resume that describes your work history = accurately, then=20 tailor it...If they want inside sales experience, put it up high. = If they=20 want two years of channel marketing and you have that, be sure to = put it=20 in there.=20

Avoid hunting mistakes

What's the biggest mistake most = people=20 make in the job hunt?
First, I'd advocate avoiding human = resources=20 altogether--just avoid them. You don't need them. Human resources = is=20 basically a service organization. The hiring manager will tell = human=20 resources to hire you, but you don't want to ever go through human = resources instead of the hiring manager.

Other than that, the biggest mistake is that people try to use = email to=20 land a job. It's the absolutely, positively worst possible way to = try to=20 land a job. It's super ineffective. Hiring managers receive = hundreds of=20 emails a day, and the odds of getting a hiring manager to notice = your=20 single email are slim to none.=20

We're most persuasive in person, and after that we're most = persuasive=20 by telephone. We're the least persuasive in email. If you can't = show up=20 and talk face-to-face, then I advocate contacting them on the = telephone.=20

In your book, you tell people to figure out the main = switchboard=20 number and then start randomly dialing extensions or the last = several=20 digits, talking to strangers and then finding the hiring manager = if his or=20 her number isn't listed in the advertisement. Why?
Well, = most=20 people pick up their telephone when it rings. Don't leave voice = mail; no=20 one returns voice mail. But definitely cold call.=20

You also advocate "cold emailing," the practice of sending = emails=20 until one makes its way to the hiring manager's in-box. If email = is=20 ineffective, why bother?
At the two or three dozen = companies I've=20 worked for, they've always had the email set up the same way: = first=20 initial, last name; first name, underscore, last name; first name, = dot,=20 last name--something like that. So one time I had a real hard time = getting=20 in touch with this one hiring manager. For the life of me, I = couldn't get=20 him to pick up the phone or respond to any calls. But I knew his = first and=20 last name, and I knew he worked at this company. So I started = emailing him=20 blind. My first and second emails bounced, but my third one = didn't. Sure=20 enough, he responded to the third one. If you can't get through = any other=20 way, it can work.=20

As a journalist, I've used a lot of your techniques to find = sources=20 inside companies. But don't cold calling and cold emailing strike = many=20 people as brash? How do people get the gumption to use these = techniques?=20
You're totally right: It does take a lot of courage. But = weigh the=20 outcome: Would you rather have a job or not? If so, you basically = have to=20 take risks. Not every experience will be a positive one. You have = to=20 improve your skills with each try. It's OK if you don't do it = right the=20 first few times. People are like, "Oh my gosh, there's the hiring = manager=20 talking on the phone to me right now." They're scared. That's why = I give=20 people a script, so they don't go, "Uhh, hi, uhhh, uhhh." You = simply say,=20 "Hi. I'm Brian Barton and I'm calling about the sales manager = job," and=20 you open up the dialogue from there.=20

One of the few nuggets of conventional wisdom in your book = is to=20 write thank-you notes or email. If hiring managers are so busy and = flooded=20 by email and resumes, why bother?
It separates you from = the pack,=20 and it makes you look like a class act. If it's short, to the = point and=20 mentions something you talked about during the interview, it's = going to=20 score you big points. The truism that so few job seekers send them = is=20 still true. In the five years I was a hiring manager, I think I've = gotten=20 a half-dozen thank-you notes out of hundreds of prospective = employees.=20

This book is for people ready to start looking for a job. = But what=20 about the folks who aren't there yet--the newly laid-off middle = managers=20 still licking their wounds after the pink slip? How do they get = the=20 confidence to start the job hunt?
That's a super-tough = question.=20 It's important to have a support structure, people around you who = can buoy=20 you up. Maybe join a group of people who share job tips and = strategy and=20 news. It takes a lot of psychological courage. Call people and = find out=20 about openings if people mention them to you at parties. Nothing = ventured,=20 nothing gained. It's the same as in dating: If you don't venture = out and=20 ask them for a date, you'll never know what it could have been = like.=20

Let's say you've cold called and cold emailed, buttered up = the=20 secretary, and talked to the hiring manager--but you still haven't = cinched=20 the job. How much is too much? When do you concede? =
Whenever you=20 stop positively engaging the employer, stop. It should always be a = positive experience. As soon as it turns negative--"Oh, I've got a = meeting=20 I have to get to," "Oh, I don't have time to talk to you on the=20 phone"--you're not engaging positively and it's time to retreat. = But if=20 they keep asking you questions--"Tell me more about your sales=20 experience," "Tell me more about the Web site you developed"--then = you=20 keep going. It's like any conversation. Once people start hemming = and=20 hawing or groaning, you can tell it's the time to say thanks very = much and=20 "I'll send you my resume."=20

Who is most receptive to your book?
Someone who is = open to=20 new ideas and feels hopeful. I think the book would be terrible = for=20 someone really depressed and not even willing to pick up the = phone. It's=20 for people who have the energy to get a job.

In my seminars, people are all over the map. Some say, "The = economy is=20 terrible. Nothing's going to work. I'm never going to get a job." = Then=20 other people are like, "Oh my god, this actually works"...All you = can do=20 for the people who are really depressed is give them this little=20 book--tell them I'm trying to start a relationship.=20

What about people who don't merely want a new job but a new = career.=20 Is there anything in your book that could help them? =
Picking up=20 the telephone is going to work perfectly. Let's say you're at a = tech=20 company and you want to be an environmental activist. Don't change = your=20 resume and lie about what you did. But call the head of the = department you=20 want to work for and say, "I've been a tech writer for so long but = I'd=20 really like to use my project-management skills as an = environmental=20 activist." You can use all the same skills to get work.=20

What about you? Are you simply cashing in on all the layoffs = with=20 your outplacement consulting and this 20-page book?
It's=20 bittersweet, let me tell you. I don't feel like I'm cashing in at=20 all...I'm giving free advice. I didn't write the book to cash in, = and the=20 email I'm getting is, "Thank you very much, Brian." I didn't write = the=20 book to get a Porsche. I wrote it to help = people.

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