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If you really want to get to know what an industry’s like, you have to talk to seasoned veterans.
The CEO—the public face of the company—is bombarded with requests. That’s why Elizabeth started her initial research one notch lower, with the office of the chief operating officer, “because that secretary knows everybody,” she says. Her goal wasn’t actually to score an interview with the COO, which was probably unlikely. Instead, it was to get his imprimatur: “You can say, I know the COO is probably not the right person to talk to, but who is your best salesperson, or your rock-star marketing person? And then you can say the COO’s office recommended them, and they’re not going to blow you off.”
The CEO—the public face of the company—is bombarded with requests. That’s why Elizabeth started her initial research one notch lower, with the office of the chief operating officer, “because that secretary knows everybody,” she says. Her goal wasn’t actually to score an interview with the COO, which was probably unlikely. Instead, it was to get his imprimatur: “You can say, I know the COO is probably not the right person to talk to, but who is your best salesperson, or your rock-star marketing person? And then you can say the COO’s office recommended them, and they’re not going to blow you off.”
Volunteering to Build Experience
At the time of her career transition, Joanne was young and single, and she was willing to take a low-wage job in order to learn new skills. It’s a great path if you can afford it. But even if you can’t, volunteering on nights and weekends provides an opportunity for any professional to build skills and get a taste of new possibilities.
Rebecca Zucker, the San Francisco–based executive coach, says of volunteering, “It allows you to network with a new group of people in your target area, it helps you to keep your skill set fresh or build a new skill set, it’s something you can put on a résumé—and it shows your commitment to a particular path.” She recalls one client who wanted to explore clean tech, a popular industry in Silicon Valley that was hard to break into without previous experience. “He volunteered to do research for a private equity firm in a certain niche within clean tech,” she recounts. “Not only did he learn a ton and have something to put on his résumé, it was instrumental in helping him get a job in the field.”
At the time of her career transition, Joanne was young and single, and she was willing to take a low-wage job in order to learn new skills. It’s a great path if you can afford it. But even if you can’t, volunteering on nights and weekends provides an opportunity for any professional to build skills and get a taste of new possibilities.
Rebecca Zucker, the San Francisco–based executive coach, says of volunteering, “It allows you to network with a new group of people in your target area, it helps you to keep your skill set fresh or build a new skill set, it’s something you can put on a résumé—and it shows your commitment to a particular path.” She recalls one client who wanted to explore clean tech, a popular industry in Silicon Valley that was hard to break into without previous experience. “He volunteered to do research for a private equity firm in a certain niche within clean tech,” she recounts. “Not only did he learn a ton and have something to put on his résumé, it was instrumental in helping him get a job in the field.”
Her first skill was relentless hustle. “In those days, you were selling the concept of having your hair styled,” she recalls. “It was more expensive than going to the barbershop, so you were not just selling the idea of ‘I’m the best hairstylist’; you were selling the idea that you should spend three times more on your haircut, but I managed to get them in.” She cajoled customers to provide referrals, and when business was slow, she’d call them up: “John, it’s six weeks since your last haircut, and you’re going to look shabby.” She’d hit executive watering holes after work, and flirt and pass out business cards; instead of taking a lunch hour, she’d fit in extra clients who only had time to come during their own lunch breaks.
In short order, she’d developed a clientele of powerful Bay Area professionals from major companies like Levi Strauss and Wells Fargo, and eventually launched her own salon. And she made good use of her time with them. “When I had people sitting in my chair, I’d say to people in the public relations business, ‘If you had a small hairstyling salon, how would you promote it?’ Or I’d ask what made you the best salesperson in your company, or what did you do in your company that prompted a big company to want to buy it? I’d say to other stylists, ‘Why would you talk drivel when you have the most interesting people in your chair?’ You take advantage of having interesting people in front of you who know more than you in certain areas.”
In short order, she’d developed a clientele of powerful Bay Area professionals from major companies like Levi Strauss and Wells Fargo, and eventually launched her own salon. And she made good use of her time with them. “When I had people sitting in my chair, I’d say to people in the public relations business, ‘If you had a small hairstyling salon, how would you promote it?’ Or I’d ask what made you the best salesperson in your company, or what did you do in your company that prompted a big company to want to buy it? I’d say to other stylists, ‘Why would you talk drivel when you have the most interesting people in your chair?’ You take advantage of having interesting people in front of you who know more than you in certain areas.”
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