For many the most effective tool for controlling time is the failure analysis tool. This is a procedure to get you to challenge your present thinking, to broaden it-and to push you to intensify your efforts. Typically all of us usually take the optimistic view: If we set a reasonable goal and work hard to achieve it, the goal will probably be reached.
The failure analysis tool takes the opposite point of view -it assumes you will not be successful in reaching your goal. This tool forces you to visualize where an activity (an interview, a phone call, a follow-up letter, etc.) can go wrong - so you can take steps ahead of time to prevent the failure from happening. With a little practice and by out lining your answers you should be better prepared for the activity. Let's see how it works.
Let's assume you're preparing for a job interview with Jane Teller of Acme. You feel that you are well prepared for it. Now imagine that you have just come out of the interview and you handled it badly. You've just assessed what went wrong and have identified a number of things you wish you had done ahead of time. Fortunately this interview hasn't taken place yet. You do have an opportunity to do additional preparation for the interview. The thinking process can best be understood by reading the following example;
To use the failure analysis tool, write down the question, "If I fail...and insert the issue being examined (for example, "in my interview with Jane Teller of Acme") and then head the left column, "Likely reasons for failure," and the right, "Wish I had done differently." For this exercise to be effective, it must be done in writing. Before you finish it, ask yourself "Is there any other possible reason for failure?" and "Are there any other things I wish I could have done differently?" If the question is one that comes up frequently (e.g., "Was preparation for interview adequate?") you may want to develop a checklist for the step to be done differently, to which, for each prospective interview, you add additional items unique to the upcoming one or things to watch out for, learned from past interviews.
Failure analysis is also helpful in setting priorities. For example, it can be used to develop a plan to accomplish the most important things for you in a given time period.
Control your campaign
Careful record keeping can be a great asset for you. Make up a card on the target executive, as "Developing Your List of Contacts." As your campaign proceeds keep a record on each card of each contact, that is, letter, reply, or interview and follow-up.
You will also want to note appropriate information on the other people you have had dealings with in each company.
Keep a diary of who you have seen each day and your expenses in a form suitable for tax purposes.
Also include the dates of appointments and upcoming follow-ups. A month-at-a-glance calendar is handy for this.
Set up an alphabetical file folder of all employers you have had contact with and include all the notes, letters, and interview records.
By this time you are well aware that a carefully planned and executed campaign is a lot of work.
The amount that you can do - and feel you ought to do-will make every week a full one. It's easy to be so busy you lose your perspective. So keep track of your progress, evaluate it, and adjust your plan accordingly. Take an hour or so each week to tally where you stand. A simple way to count the score is to fill out a summary of weekly activity. Then take a few minutes to analyze the results and decide how you should modify your efforts.
Much of your time will be spent contacting people who cannot hire you but who can provide you with leads and information. Handle them delicate? They are usually busy people and other people like you are probably contacting them too. Make it easy for them by following these rules:
Don't expect them necessarily to get quick answers for you. If you need more information, try to be as specific as possible (for example, Can you give me an introduction to X? Would you provide me information on Y?). Keep the burden of action in your hands, because too frequently these people are so busy they don't follow through.
Don't be bashful about soliciting help from those who have already been helpful in your campaign. Often a phone call every two to three weeks to one of them is more useful than five personal interviews with others. These people will let you know if you are overdoing it.
Periodically review your list of contacts. Have you been overlooking some good ones? The use of triggers is a good device for stimulating contacts. "Can you suggest anyone to see at XYZ?" "At Superior Gear?" "In the high technology companies?" "Do you know anyone looking for someone with a strong record in cost reduction?" "Can you suggest a company that is in a turnaround situation?" "A lawyer?" "An accountant?"
Attend any job hunting clinics that you have heard might be useful. Often the clinic itself can be helpful, in addition to the contacts that you make through it. More and more clinics are available, so ask other job hunters or ex-job hunters which are the most helpful. If you find a counselor who impresses you, try to get his or her personal help. Also get together with another job hunter or two periodically and com pare notes (exchange ideas or job leads and discuss useful people).
