FM JWBT098-Dipietro May 6, 2009 10:23 Printer: Yet to come [629267]

Licență

FM JWBT098-Dipietro May 6, 2009 10:23 Printer: Yet to come [629267]

Byadmin ianuarie 1, 2024

P1: JYS
FM JWBT098-Dipietro May 6, 2009 10:23 Printer: Yet to come
vi

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA
Praise for
Guerrilla Marketing for Job Hunters 2.0
“We’re in a new world. Resumes alone won’t do it.
T ake it from someone who stood on a street cor-ner wearing a sandwich board of his resume in the
mid-1990s—the ideas in Guerrilla Marketing for Job
Hunters 2.0 are a heck of a lot easier to implement—
and you won’t get laughed at anywhere near asmuch. Recommended reading. ”
Peter Shankman, Founder,
Help a Reporter Out,
www.helpareporter.com; author,
Can We Do That?! Outrageous PRStunts That Work—And Why Your
Company Needs Them
“Most sophomore efforts are simple regurgitationsof the ﬁrst blockbuster hit. I’m so happy to report,
it’snot true in the case of Guerrilla Marketing for Job
Hunters 2.0. Packed with strategies and tactics for
a 2.0 world, you’ll ﬁnally realize why the best jobshave previously gone to those under the wing ofa professional. Now understanding, then applying
the Force Multiplier Effect, you’ll experience your
‘epiphany’ and ‘deﬁning moment’ as a job hunter.Don’t waste a minute in reading this book, twice!”
Rudy Richman, VP Sales, Protus
“The current state of the global job market is more
challenging than it has been in over 25 years.
The magnitude of job force reductions is unprece-dented. Guerrilla Marketing for Job Hunters 2.0 is the
most important and critical tool to use as a compet-itive advantage. When you think about the quantityof people that are vying for the few job openings
that might exist, the job hunter must be clever and
think outside of the box. This book provides ampleways to stand out head and shoulders beyond all
others in a very crowded job market. ”
Steven O’Hanlon, President & COO,
NumeriX

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA
“The Relationship Edge. Are you on it, in it, or over
it? In business and in personal relationships of allkinds, trust is the critical element. It’s the glue that
bonds all the other elements together. Without it,
the relationship will diminish or die. David Perryis a trusted advisor. His book openly discusses the
approaches to making right decisions and build-
ing the relationship edge. I highly recommend thisread.”
Steve Gordon, The Regional Groupof Companies Inc.
“Can you believe it? A book on job hunting thatis a page-turner! David manages to turn job hunt-
ing into an energizing activity. Follow the meth-
ods laid out in David’s book, and you will actuallylook forward to your job search! Even if you are not
looking for a job, you will want to read this book.
In today’s fast-moving knowledge-worker economy,everyone needs to know how to brand and market
themselves—this is exactly what David teaches you
to do. One last thing: if you are an employer, youwill want to try to keep this book out of your local
bookstores—this is not a book you will want your
employees to read—it will give them too many door-opening ideas. ”
Ron Wiens, Senior Partner, T otemHill Management Consulting Group
“When the ﬁrst Guerrilla Marketing for Job Hunters
was published, the content was original, gamechanging, and outrageous. In just four years, therecommended tactics have become absolutely, un-
deniably necessary for success. Candidat: [anonimizat]’t adopt this plan are handing over their newcareer opportunity to the competition. ”
Debra Feldman, Executive T alentMatchmaker: Part Sleuth, PartNetworker, JobWhiz
“There’s never been a more important time than
now for the unconventional, Guerrilla job-search
methods in this book. T o cite just one example:
You’ll learn how to build a compelling new network
in days that gets you sit-down meetings with deci-
sion makers who can hire you for jobs that aren’tadvertised or don’t even exist yet. You will literally

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA
have no competition if you use these proven meth-
ods for creating a Guerrilla Resume, picking your
target employers, and convincing them to hire you.
What Jimi Hendrix was to the blues, David Perryis to job hunting. I cannot recommend this book
highly enough. ”
Kevin Donlin, Creator,
TheSimpleJobSearch.com,
Co-Creator, The Guerrilla Job Search
Home Study Course
“Job hunters don’t need to be told the ‘what’ of jobhunting, they want and need to know the ‘hows’
They are all in here and then some and, just as
important, conveyed with the energy and passionof someone who not only knows what he’s talking
about, but truly believes it. You will too. ”
Dave Opton, Founder and CEO,
ExecuNet
“This new book lays out a straightforward and de-
tailed ‘plan of attack’ for every step of a job search—
from planning to negotiating the offer. The insightsand insider knowledge of the recruitment industry
that Guerrilla Marketing for Job Hunters 2.0 offers
establishes it as an indispensable tool for job seek-
ers to land the interview and secure the job of their
dreams. Going into a job search without this book
would be like going into battle unarmed. ”
Gautam Godhwani, CEO,
SimplyHired.com
“This book is brilliant. Packed with stories, exam-
ples, and tactics to help you at any point in yourjob search—this book is all about landing a real job
with intense competition in a minimal amount of
time. An absolute must read. ”
Jason Alba, CEO, JibberJobber.com
“If you’re a college student looking for an intern-
ship or a recent graduate looking for an entry-level
job, then you’ll understand from even a quick skimthrough Guerrilla Marketing for Job Hunters 2.0 that
it will be as indispensable to your job search as yourtextbooks were for your classes. In tight job markets,the competition for the best positions is especially
ﬁerce, and every candidate will be looking for an

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA
edge. If you want to get the edge over your competi-
tion, then you need to get this great new book. ”
Steven Rothberg, Founder,CollegeRecruiter.com job board
“David Perry truly understands how changes in in-formation and communication technologies havecreated new opportunities and pitfalls for the job
seeker. Stand out from the crowd and truly shine
by illuminating your most important talents to the
broadest audience—in a cost effective fashion. Stop
wasting time and start with this book. ”
Sam Zales, President, Zoom
Information, Inc.
“If you are ever tempted to think, ‘I know all that’when it comes to the job search, read this book.
As a former director of Career Services at a majoruniversity, this book is a humbling reminder that
even ‘experts’ need refreshers and new insights to
stay relevant. Thanks to technology, the tools andtechniques to assist with self-marketing strategies
are constantly changing (evolving). This book not
o n l ya l l o w sy o ut os t a yi nt h eg a m e ,b u ti th e l p sy o uget ahead of the game when it comes to marketing
you.”
Dawn Brown, author, That Perception
Thing!
“David Perry calls his co-author, Jay Levinson, the
‘5-star general of guerrilla marketing. ’ Perry is the
drill sergeant. He kicks butt. In the army, his squad
would lose the fewest men. In the job wars, his menand women beat the opposition and gain the posi-
tion. If a career victory is what you’re after, follow
Perry. ”
T ony Patterson, Editor and CEO,
SCAN/scansite.ca News Leader for
the Ontario T echnology Corridor
“This book provides readers with valuable informa-tion that will enable them to stand above the crowdand secure the best suitable employment. A wealth
of information extends into areas that I will be able
to utilize in my business, because in a way, I am

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA
always applying for the ‘job’ of being a trusted ad-
visor to potential clients. ”
Milan T opolovec, BA, TEP , CLU,RHU, President & CEO, TK Group,www.thetkgroup.com
“The technology of job hunting has changed. If youblinked, you may have missed it. Unless you fullyunderstand how to use modern tools to market your-
self, you’ll be at a disadvantage. In this book, David
reviews the old axioms of job hunting that still ap-ply and introduces new techniques that have be-
come just as important. ”
Rick Dalmazzi, President & CEO,VoIPshield Systems Inc.
“Guerrilla Marketing for Job Hunters 2.0 is a must-
have manual for the serious career professional.
David brings his strong sales perspective to the job-
hunt strategy. Follow his process. Don’t compro-
mise. Leave your emotions in the bedroom and let
his ‘system’ do the work. David leaves out the ﬂuffand academics leaving us with fast-paced advice and
lots of free ‘go-to’ resources that he uses to execute
the system himself. I’ll be providing a copy of Guer-
rilla Marketing for Job Hunters 2.0 to all my sales
clients. David’s approach applies to the deal hunteras much as it does the job hunter. ”
T erry Ledden, Sandler Training
“This much-needed sequel to Guerrilla Marketing for
Job Hunters puts the tools of the Internet at the ﬁn-
gertips of the searcher! Advice on social networks,blogs, special web sites, and interactive promotionis laid out for all to use. In today’s troubled econ-
omy, it would pay every employee—not just those
who are currently looking for a job—to become fa-miliar with this book. One of the beneﬁts of the
process is that it will help you appreciate your own
strengths and skills and your value as a person—nota bad side effect from an exercise that is, after all,
devoted to your future!”
Barry Gander, Senior Vice President,
CATA Alliance

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA
“David has looked at the process of job hunting in a
completely out-of-the-box approach, and why not?
The automotive industry says this is no longer your
father’s car, so your approach to looking for a jobis no longer the way your father looked for one
either. It’s about the two-way street of value. Your
future employer needs to value your skills just asyou need to value their appreciation of them, and
David’s book is about the whole process. ”
Allan Zander, CEO, Data Kinetics,
“I have been working with David as an employer
and a client for the last 10 years. David has al-ways had a singularly unique recruiting style, not
the usual methodology of matching a requirements
check box to a resume. David dropped the conven-tional rules and found me someone who truly ﬁt
the environment based on common sense and has
matched me to the right employer the same way.David is the ﬁrst recruiter who is concerned about
the whole ecosystem around the match to employee
and employer, and he tells it like it is. His latestbook reﬂects his unique approach and gives the job
searcher real tools, examples, and the mental sup-
port needed when looking for employment. Verypragmatic and a how-to approach for the knowledge
worker.”
Charles Duffett, Senior VP and CIO
Adviser, Canadian Advanced
T echnology Alliance
“A must read. A useful and effective tool for all eco-nomic times. Once you start reading, it’s hard to put
it down. ”
Rick M Sabatino, Financial Director,Camp Fortune/MontSteMarie/Fortune Cinemas/Ski
Banff Norquay
“You can look for a job the old-fashioned way—sendor upload your resume and apply for all the jobs
you ﬁnd online—and wait, and wait, and waitsome more, to see if you get a response. Or, you
can be brave and try job searching differently.
Given today’s job market, anyone not willing totry something different is going to be in trouble.

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA
There are fewer job openings and more candidates
for every single opening. On top of that, there are
more very qualiﬁed candidates for each position,
and hiring managers can afford to be very selective.In order to compete, you need to stand out from
the crowd and get noticed. If you don’t want
to be one of those job seekers who has appliedfor hundreds of jobs without a single response,
Guerrilla Marketing for Job Hunters 2.0 will help.
This book takes you outside the job-seeking box and
provides tips, advice, and tactics for job hunting.
These job-search strategies really work, and the
book includes real-life stories from job seekers whohave successfully used them to ﬁnd their next job. ”
Alison Doyle, About.com Guide toJob Searching, jobsearch.about.com
“Dave never ceases to amaze me with his ability toadapt the latest marketing trends to the job-searchprocedure. Bravo, Dave! This book is even better
than the last one. ”
Mark Hanley, Director of
Operations, Kingston Economic
Development Corporation
“The job-search paradigm has shifted, and you caneither play by the new rules or go the way of the
dinosaurs. The bold, cutting-edge search strategiesfound in Guerrilla Marketing for Job Hunters 2.0 will
position you to exploit the system and demolishthe competition. I know, because it’s how I coachmy clients to win!”
Cindy Kraft, CPBS, CCMC, CCM,CPRW, JCTC, The CFO–Coach
“It doesn’t matter how brilliant you are or how ex-ceptional you are at your job. If you are not gettingyourself in front of the right people, the hiring de-
cisions makers, you will be overlooked. David Perry
and his Guerrilla Marketing for Job Hunters 2.0 will
give you the ammunition to get noticed. Don’t get
lost on the battleﬁeld, win the war. ”
Donato Diorio, CEO, Broadlook
T echnologies

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA
GUERRILLA
MARKETING
FOR
JOB HUNTERS 2.0

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA
GUERRILLA
MARKETING
FOR
JOB HUNTERS 2.0
1,001 Unconventional Tips,
Tricks, and Tactics
for Landing Your Dream Job
JAY CONRAD LEVINSON
DAVID E. PERRY
John Wiley & Sons, Inc.

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA
Copyright C/circlecopyrt2009 by Jay Conrad Levinson & David E. Perry. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.
Back cover photo: Daniel Houle
No part of this publication may be reproduced, stored in a retrieval system, or
transmitted in any form or by any means, electronic, mechanical, photocopying,recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the1976 United States Copyright Act, without either the prior written permission of thePublisher, or authorization through payment of the appropriate per-copy fee to theCopyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978)750-8400, fax (978) 646-8600, or on the web at www.copyright.com. Requests to thePublisher for permission should be addressed to the Permissions Department, JohnWiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201)748-6008, or online at http://www.wiley.com/go/permissions.
Limit of Liability/Disclaimer of Warranty: While the publisher and author have used
their best efforts in preparing this book, they make no representations or warrantieswith respect to the accuracy or completeness of the contents of this book andspeciﬁcally disclaim any implied warranties of merchantability or ﬁtness for aparticular purpose. No warranty may be created or extended by sales representativesor written sales materials. The advice and strategies contained herein may not besuitable for your situation. You should consult with a professional where appropriate.Neither the publisher nor author shall be liable for any loss of proﬁt or any othercommercial damages, including but not limited to special, incidental, consequential,or other damages.
For general information on our other products and services or for technical support,
please contact our Customer Care Department within the United States at (800)
762-2974, outside the United States at (317) 572-3993 or fax (317) 572-4002.
Wiley also publishes its books in a variety of electronic formats. Some content that
appears in print may not be available in electronic books. For more informationabout Wiley products, visit our web site at www.wiley.com.
Library of Congress Cataloging-in-Publication Data:Levinson, Jay Conrad.
Guerrilla marketing for job hunters 2.0 : 1,001 unconventional tips, tricks, and
tactics for landing your dream job / Jay Conrad Levinson, David E. Perry.
p. cm.
Includes index.
ISBN 978-0-470-45584-5 (pbk. : acid-free paper)
1. Job hunting. 2. Career development. 3. Vocational guidance.
I. Perry, David, 1960 Jan. 12– II. Title.
HF5382.7.L4653 2009650.14—dc22 2009004125
Printed in the United States of America.
1 0987654321

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA
You know who you are, David Perry, and you know
how much heavy lifting and ﬁery hoop diving you’ve
had to do. I also owe acknowledgments to Frank and
Ginger Adkins, who are currently walking the walk;
to Jeremy Huffman, who has reached his destinationalready; to Christy Huffman, who has the journey
ahead of her and will beneﬁt from the words in these
pages; and to Joshua Huffman, who searched for theperfect job and found it while looking in the mirror.
J. C. L.
T wenty-eight years ago a beautiful young woman
took a chance on me. We quickly became best
friends. We were married 6 years later. Anita Marteland I became business partners 2 years after that
when she suggested selling her family home and
investing the proceeds of her inheritance in us,
thereby starting Perry-Martel International Inc., our
executive search ﬁrm. The backbone of ourrelationship has always been the love we have for
each other and her unconditional conﬁdence in me.
Thank you, Anita, I love you, appreciate you, and amhonored in every way to be your partner. You are an
inspiration as a mother, wife, and partner.
D. E. P .

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA
Contents
Foreword by Darren Hardy xvii
Acknowledgments xix
Warning xxiii
Introduction xxv
Chapter 1: Why You Need to Become a Guerrilla Job Hunter 1
The New Global America
PART I YOUR GUERRILLA MIND
Chapter 2: Personal Branding Guerrilla Style 15
Shape Up Your Brand with Attitude
Chapter 3: Your Guerrilla Job-Hunting Strategy 43
Think Like a General—Work Like a Sergeant
Chapter 4: Your Research Plan 73
Research: The Guerrilla’s Competitive Edge
PART II WEAPONS THAT MAKE YOU A GUERRILLA
Chapter 5: Resume Writing and Cover Letter Boot Camp 95
How to Overhaul Your Personal Marketing Materials
Chapter 6: Twenty-First Century Digital Weapons 129
If You Build It, They Will Come for You . . .
xv

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA
xvi➤CONTENTS
Chapter 7: Recruiter nomics 2.0 157
How to Work Your Job Search Commandos
PART III TACTICS THAT MAKE YOU A GUERRILLA
Chapter 8: Guerrilla Networking 177
A Radical Approach
Chapter 9: Fearless Warm Calling 203
A Fresh Alternative
Chapter 10: Creative Ways to Find a Job 215
Breakthrough Strategies
PART IV YOUR GUERRILLA JOB-HUNTING CAMPAIGN
Chapter 11: 3 Sample Campaigns 235
The Force Multiplier Effect in Action
Chapter 12: Hand-to-Hand Combat 253
Winning the Face-to-Face Interview
Chapter 13: Negotiating the Deal 287
How to Bargain with Conﬁdence
Chapter 14: Ready Aye Ready 303
Bonuses 305
Appendix 1: Call Logs 307
Appendix 2: eXtremeTMMakeover Resume Samples 311
Appendix 3: Compensation Checklist 319
About the Authors 323
Index 325
Free Job-Search Resources 333

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA
Foreword
Do you know why Jay Conrad Levinson and David Perry use the
word guerrilla in the titles of all their books and talks? The answer
is that guerrillas pursue conventional goals in unconventional ways.Guerrillas, like the achievers who read SUCCESS magazine, have a
better perspective on reality than their conventional opponents who
tend to pursue their dreams by the book.
Never before have guerrillas had such a competitive advantage.
In the job market, doing things “by the book” is a fairly certain pathto disaster and frustration—unless you operate according to the prin-
ciples and insights in thisbook. This book ushers you into the land
of conventional goals attained, to reality as it is, rather than as it
was. It guides you to a new world that remains unknown to other job
hunters—a world in which guerrillas reign supreme. It has been said
that in a dog-eat-dog economy, the Doberman is king. We’re in thatkind of economy right now—and the guerrilla is king.
It takes a lot to be a true guerrilla, and this book provides a lot
to accomplish that goal. Wanting to be a guerrilla is part of the job,but the heavy lifting of becoming a guerrilla is in being a master of
details. Where do you learn those details? The answer is in the pages
ahead. It’s not necessarily an easy answer, but it’s a correct answer.
You absolutely must be aware of how the job market has changed
dramatically just in the last decade. This is not your father’s genera-tion; it is yours. But it only belongs to you if you have the wisdom and
awareness of the guerrilla. You’ll gain those invaluable attributes if
you soak up that wisdom and become aware of today’s realities. Thisbook was written both to help you open doors to jobs others dream
about and to show you how to get one.
T o many, getting the job of their dreams is close to impossible.
But guerrillas are experts at learning the art of the impossible. Theirknowledge of what is really happening in the job market transforms
xvii

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA
xviii➤FOREWORD
the impossible into the probable. Lightning has been captured in
these pages. Minds will be changed. Lives will be changed. Light will
illuminate the way.
Can all that really happen with just a book? It’s a beginning. If
you’re not a guerrilla job hunter, we wish you success, but if you area guerrilla job hunter, we predict success.
Are you ready to design your life on purpose and live the best
years ever? Start right now!
T o your SUCCESS,
DARREN HARDY
Publisher
SUCCESS Magazine
www.SUCCESS.com

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA
Acknowledgments
Sage Schoﬁeld knows what she’s done, Seth Pickett is our Ofﬁcial Man
on the Streets, and Natalie Smith continues to lead by spirit.
Acknowledgments are also due to Steven, Michelle, Heide, Elexa,
Hayley, Zachary, Austin, Blake, Ava, Alyssa, Leighton, and John
Thomas for being so darned cute.
And of course, my life and my search are more fruitful because
of my new bride, Jeannie Levinson, and my constant daughter, AmyLevinson.
J. C. L.
I am truly grateful for the generous contributions made by friends
and colleagues.
The recruiting industry, by its very nature, attracts mavericks,
evangelists, and pioneers. It has been my good fortune to work along-side and share ideas with some of the ﬁnest in the business, including
many who contributed to this book. My deep thanks go out to LaurynFranzoni, Bill Humbert, Beth H. Kniss, Ross Macpherson, Shari Miller,
Jim Moens, Dave Opton, Sally Poole, Paul Rector, Jill T anenbaum,
Deanna J. Williams, John Sumser, David Braun, Jason Alba, Peter
Clayton, Jason Davis, Laura Dierker, Donato Diorio, Kevin Donlin,
Allison Doyle, James Durbin, Stephen Forsyth, Willy Franzen, GlennGutmacher, Mark Haluska, Daniel Houle, Dave Howlett, Harry Joiner,
Michael Kelemen, Cindy Kraft, Joseph Lanzon, Ross Macpherson,
Patrick McConnell, Anita Martel, Matt Massey, Dave Mendoza, ShariMiller, Joseph Nour, Steve Panyko, Allan Place, Darryl Praill, Jim
Reil, Steven Rothberg, Dennis Smith, Gary Smith, Simon Stapleton,
Jim Stroud, Penelope Trunk, Bill Vick, Kevin Watson, T om Weishaar,and Allan Zander. You will beneﬁt immensely from the insights of
this powerhouse of professionals.
xix

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA
xx➤ACKNOWLEDGMENTS
When I started my executive search ﬁrm with my wife and busi-
ness partner, Anita Martel, my marketing budget for the entire year
was $20. As luck would have it, I stumbled across an interesting bookcalled Guerrilla Marketing by Jay Conrad Levinson (Boston: Houghton
Mifﬂin, 1989) that promised to reveal hundreds of ways to stretch mymarketing budget and get results. Indeed, I owe my early successes inrecruiting to Jay’s ideas. Little did I know that 17 years later Jay would
write the Foreword for my ﬁrst book, Career Guide for the High-T ech
Professional (Franklin Lakes, NJ: Career Press, 2004), and later ask me
to coauthor this book. T o guerrilla marketers, Jay Conrad Levinson isa 5-star general. He is also a true gentleman. I am honored to write
alongside him.
I was 8 years old when I discovered SUCCESS Magazine. Each issue
was a revelation, stuffed with state-of-the-moment advice and spikedwith interviews of the brightest businesspeople in the world. I drankthe Kool-Aid, and I’ve never missed an issue since 1968. So, as you can
imagine, when Darren Hardy, the new publisher of SUCCESS agreed to
write the Foreword—I was ecstatic! You would be wise to join millions
of other top performers and keep SUCCESS on your nightstand as you
pilot your new career.
I have Christa Martel-Perry to thank for providing the “drill in-
structor” themed original artwork. Daniel Houle shot the photo onthe back cover.
Mark J. Haluska, my friend, colleague, and business partner in
recruiting, contributed his blood, sweat, and cheers to this book. Fol-lowing a remarkable career in the military and in public service,Mark has become a ﬁrst-class headhunter. His insight into the minds
of hiring managers, his knowledge of all things recruiting, and his
off-the-wall sense of humor have been invaluable.
Kevin Donlin helped to expand the offering with the formation of
the Guerrilla Job Search Boot Camp
TM. A great business partner, he’s
a pleasure to work with—except for all the excess energy.
T o my business partners in RecruiterPix (Kevin Watson, Daniel
Houle, Steve Panyko), the job board attached to the GM4JH.com website—thanks. But we know it was Jerri Panyko who managed to corralthe four of us long enough to complete the task. Jerri, you’re my hero!
All the people at John Wiley & Sons were a pleasure to work
with, including Christine and Beth. I want to single out Shannon for
suggesting the idea for Guerrilla Marketing for Job Hunters 2.0 and
shepherding it through the editorial process. What a breath of fresh
air she has been.
Many thanks to Megan Quinn at Google for steering me through
the permissions process so we could use all the Google screen

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA
Acknowledgments ➤xxi
shots that make the book easier to follow. Google is a trademark of
Google Inc.
T o my father Fred Perry who patiently read and reviewed all my
ﬁrst drafts in spite of having a life of his own . . . thanks!
T o the tens of thousands of job hunters and hundreds of clients
I have worked with over the years—thank you. Without you, my life
would not have been nearly as interesting.
T o Christa, Corey, Mandy, and Shannon Martel-Perry who put up
with my modiﬁed schedule to get the second edition out on time—Thanks.
Last, to my darling wife who picked up the slack in our execu-
tive search practice and made sure none of our clients’ projects fellthrough the cracks—you’re a life saver. Thanks, I love you.
D. E. P .

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA
Warning
This is the book some headhunters didn’t want written!
I know what to say and how to say it to get employers to make
hiring decisions. I know all the tricks of the trade to turn ﬁnding a job
into a logical and systematic process—I discovered almost all of them
the hard way—and I am going to share them with you so that you don’tneed to go through the same agonizing trial-and-error experiments I
did. In my 22 years as an executive search professional, headhunter,
recruiter, and placement counselor, I have negotiated more than $174million in salaries. BUT, and there’s always a “but, ” don’t waste your
time if you’re one of the millions of people who dream of “hitting
it big, ” and becoming a “high-roller” by winning the lottery, but whonever actually buy a ticket! This book is deﬁnitely not for you.
With us you actually have to get in the game and work. There are
no silver bullets! I hope that’s not you I hear groaning, “Then why didI buy this book?” Why? Because there is a well-honed process we can
teach you if you want to learn it and work it—but YOU actually have
to do the work yourself.
Do you want to take charge of your life and advance your career
on purpose. Yes? Then this book is absolutely for you. Read on.
șDON’T PANIC!
We’ll show you how to headhunt your next job and exactly how to
work effectively with friends, colleagues, strangers, and headhuntersso they can help you, too.
Full speed ahead!
xxiii

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA
Introduction
We only live once, and most of our time is spent at work, so it’s vital that we
are allowed to feel good about what we do.
—SIRRICHARD BRANSON , Virgin Group
In the spring of 2006, Allan Zander and Daryl Praill were celebrating.
After helping triple their company’s valuation, taking it from worst to
ﬁrst among competitors—56 months ahead of plan—their company
had just been acquired for the highest earnings’ multiple in their in-dustry’s history. How were they rewarded for their incredible efforts?
They were laid off, of course.Undeterred, Praill and Zander immediately went on the offen-
sive, and teamed up with the headhunter who had originally recruited
them to the opportunity. T ogether, they identiﬁed 38 companies that
could use their skills. They launched a marketing campaign fash-ioned after the best principles in the book Guerrilla Marketing for Job
Hunters.
They were packaged and sold as a “team” into a marketplace with
65 percent unemployment. Would you say, “tough job market”?
Yet, within weeks, they had:
➤Developed a list of targeted employers using 2 free web sites,
ZoomInfo and LinkedIn;
➤Designed a direct mail campaign based on methods never
used in job hunting;➤Created 2 Guerrilla Resumes using unconventional tactics to
get attention;➤Built an eye-grabbing web site;
xxv

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA
xxvi➤INTRODUCTION
➤Launched an elegantly effective blog using Google;
➤Released a series of radio-quality podcasts;
➤Issued press releases to local newspapers;
➤Created a unique market niche by distributing white papers
to CEOs;
➤Rolled out a public speaking program; and
➤Launched a targeted e-mail and fax campaign.
…All without spending a penny!
Very quickly, Praill and Zander landed 18 interviews, got 11 call
backs, and received 7 job offers from choice companies. . . . NEVER
HA VING READ A NEWSPAPER, SURFED A JOB BOARD, GONE
TO A NETWORKING EVENT, OR SPENT A PENNY ON CAREER
COUNSELORS!
Unbelievable—yet true!
For me personally, the campaign was both a knee-jerk reaction to
their having been “right-sized” after the acquisition as well as an op-
portunity to showcase the Force Multiplier Effect in action. My friends
thought I was nuts. No author or job-hunting guru had ever tested their
methods in a public forum. No wonder, then, that inﬂuential careerpodcaster Peter Clayton jumped at the chance to interview the 3 of
us as we progressed through what amounted to the ﬁrst Guerrilla Job
Search Boot Camp.
șSO WHY THE SECOND EDITION?
For job hunters, a lot has changed in the 4 years since the book debuted
in 2005—mostly technology. For example:
➤When I wrote about an upstart social networking site with lots
of promise named LinkedIn, they barely had 25,000 members.I was member 113,709. T oday it’s a household word. (No otherjob-search book teaches you that recommendations you post on
LinkedIn can entice recruiters to read your proﬁle and call. Of
course, there’s more to LinkedIn’s success than this and we coverit all.)
➤Likewise, ZoomInfo had less than half a million proﬁles. T o-
day, any successful job search strategy needs to start with claiming
your ZoomInfo proﬁle or making one.
➤Using Google was a novel tactic, used only by recruiters. Now
Google must be a major weapon in your job search arsenal.

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA
Introduction ➤xxvii
➤Podcasting? The technology had barely been invented.
➤Blogs were “the voice of the people” and a minor annoyance
to mainstream media. Nowadays “real” journalists troll blogs for
story ideas.
➤Monster and CareerBuilder were the largest jobs boards (and
still are). Now there are also 42,000 micro-boards and you need an
efﬁcient way to use them (introducing SimplyHired.com).
➤MySpace and Facebook didn’t exist. Recruiters hang out there
all day long now.
In April 2009, MySpace had more than 280 million members;
Facebook more than 100 million. When compared to the social net-
working site MySpace, CareerBuilder and Monsterboard (the 2 best
branded job boards) were 45th and 46th, respectively, in web site traf-ﬁc. Yet in the midst of all this change, most people are still looking for
opportunities the way they did 5 years ago. This has serious implica-
tions when you’re trying to ﬁnd a job and/or be found by recruiters.
You must think and you must act—differently. Don’t worry. We’ll
show you how!
șWHAT’S DIFFERENT ABOUT THIS BOOK?
There are 2 key breakthroughs:
1.Our step-by-step marketing-based approach
2.The Force Multiplier Effect
➤Our Step-by-Step Marketing-Based Approach
Every job search is a sales and marketing campaign. The successfuljob hunter identiﬁes prospective companies; contacts them by phone,
mail, and/or e-mail; and meets in person to convince them to make
a job offer. This is no different from what an insurance agent ormortgage broker does to get new clients—it’s sales and marketing.
Intuitively we all know this.
Yet, the vast majority of job-search books are written by people
with no background in sales or marketing—academics, human re-
source professionals, and career coaches.
By contrast, Jay and I have forgotten more about sales and mar-
keting than most job search experts will ever learn. This is not tobrag—being tops at sales and marketing in the career space is likebeing the tallest midget in the sideshow.

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA
xxviii➤INTRODUCTION
Yet, Jay and I do stand out, with sales and marketing backgrounds
unlike any other writing team in the career space today.
Jay is the father of Guerrilla Marketing , the best-selling marketing
series in history, while I started a successful recruiting practice by
making up to 150 cold calls per day, telephoning busy executives, and
handling rejection after rejection. My prospecting and closing skillswere forged after a year-long baptism by ﬁre and this has helped me
negotiate more than $174 million in salaries since 1986.
➤The Force Multiplier Effect
InGuerrilla Marketing for Job Hunters: 400 Unconventional Tips, Tricks,
and T actics for Landing Your Dream Job, job hunters were introduced to
the Force Multiplier Effect, the military discipline of using multiple
tactics at the same time to create synergy—and overwhelm the target.In modern warfare, it’s a proven process of dominating the enemy
to win.
Guerrilla Marketing for Job Hunters 2.0 is the sequel designed to
help you organize and launch your own Force Multiplier Effect. It ex-
plains in step-by-step detail how to use the newest social networkingsites and digital tools to perform a precession-guided job search and
all-out job-hunting assault on a targeted list of ideal employers. Every
tactic in the original book has been put to the test. There is 53 per-cent new information in this edition. It’s all based on feedback from
job hunters who bought the book and the newest techniques used by
recruiters and employers.
Guerrilla Marketing for Job Hunters 2.0 is ﬁlled with worksheets
and exercises that make it drop-dead simple for the reader to ﬁnd ajob fast. There are detailed before-and-after sample resumes and coverletters, as well as proven ideas you can use to tailor the strategies and
tactics to your individual situation.
șYOUR FAST LANE TO SUCCESS
The quickest way to success is to read the entire book from cover-
to-cover—twice. The ﬁrst time helps you appreciate how all the ideas
can ﬁt together and understand why some tactics are strategy speciﬁc.
The second read is where you start to combine strategies and tactics
to customize your personal Force Multiplier Effect. You can’t do thispiecemeal.
You could jump from chapter to chapter like the stereotypical
male driver who wastes time “looking” for his destination, insteadof pulling over and asking for directions. T ake my advice: in this

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA
Introduction ➤xxix
economy, you don’t have time to waste. Follow our map by reading
the book from cover-to-over as directed. It’s faster!
șHOW THE BOOK IS SET UP
Each chapter builds on the previous chapter, starting with an under-
standing of how the changing economy affects you, through to per-sonal branding, resume lingerie, Recruiternomics, and landing the
interview and negotiating your package.
Special Beneﬁts
➤Drills: Exercises to stimulate out-of-the-box thinking.
➤War Stories: anecdotes about employing Guerrilla Marketing
techniques to land a dream job.➤Guerrilla T actics: Dozens of tips and tricks to hasten your hunt.
➤Guerrilla Intelligence: Vignettes by prominent bloggers/
authors designed to boost your creative resolve. They represent
the best-of-the-best from the multibillion dollar recruiting indus-
try. Their names are household words in my industry. Each is
a thought leader. Many are speakers, trainers, and successful au-thors. They’ve been brought together for the ﬁrst time between the
covers of this book because of the unprecedented changes in the
employment market. You will quickly learn about the tools andtactics used by successful recruiters to ﬁnd you and how to apply
them in your job-hunting strategy.
Extra Bonuses
➤Software: Links to free software and other special offers like a
contact management system—all of which are designed to accel-
erate your job hunting.
➤Web Site and Blog: State-of-the-moment tactics and articles on
social networking through www.gm4jh.com.➤Job Board: Fully functional and completely anonymous job
board where you can proﬁle your accomplishments and have re-
cruiters ﬁnd you. And you don’t need to take down your proﬁle
when you ﬁnd a job—just put it on “do not disturb” or keep the
offers coming. It’s anonymous and your boss will never know. The
job board is provided by www.Recruiterpix.com.
➤Back Page: T o help you get hired even faster using this book,
there is a collection of free job-search resources waiting for you at
the end of the book.

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA
xxx➤INTRODUCTION
șWHAT’S IN IT FOR YOU
The keys to landing your dream job, Guerrilla Marketing for Job Hunters
2.0,shows you how to take full advantage of strategies and job-hunting
techniques that are not available as free information on the Internet
and were previously only known by a handful of insiders.
You will discover how to:
➤Leverage ZoomInfo, LinkedIn, MySpace, Facebook, and other
social networking sites to take advantage of “the secret lives of top
recruiters.”
➤Build a specialized resume that is fun to read, speaks the lan-
guage of employers, and proves every claim.➤T arget a job that plays to your strengths and abilities—a job
you would do for free, if you weren’t getting paid!➤Design, launch, and execute a multimodal job-hunting cam-
paign based on the same success principles used by General Nor-
man Schwarzkopf in Operation Desert Storm.
➤Understand how to articulate your unique strengths in re-
sumes, letters, e-mail, and interviews (while avoiding the typical
“resume speak” or “interview babble” that causes hiring managersto guffaw).
➤Learn how to present your skills in creative new ways that
stand out in today’s hyper-competitive job market.➤Employ little-known search engine optimization tricks used
by top headhunters (who have to make placements or starve).➤Zero in on the best jobs, at the highest salary—fast—because
you’ll know exactly what hiring managers really want (this trans-
forms you from “pest” to “guest” in the minds of employers).
Employers will literally be begging to hire you because the book
will:
➤Guide you through a simple method to pick your most mar-
ketable skills in 30 seconds or less (as a result, every resume, cover
letter, and conversation you send will cut through the noise in any
job market like a hot knife through butter).
➤Lead you through the process of crafting a resume that con-
nects directly to your ideal employer (based on 100 years of prin-
ciples used in advertising copywriting).

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA
Introduction ➤xxxi
➤Build a LinkedIn, MySpace, Facebook, and/or ZoomInfo pro-
ﬁle that gets found and read, and makes the phone ring with
interview offers.
➤Demonstrate how to use innovations like Google-Local to
identify employers.➤Detail 21 alternate ways to land an interview, with action steps
that you won’t ﬁnd anywhere online.➤Include a pre-interview worksheet to structure your research,
a daily plan, and a scorecard that enables you to track your
progress.
➤Show you how to start work before you’re hired and prove
your ability by demonstrating your skills right there in your next
interview.
șWELCOME TO YOUR FUTURE
Guerrilla Marketing for Job Hunters 2.0 is about managing your career
as a professional services provider: how to brand yourself, increase
your value, and build a rewarding career. We detail how you can mounta multipronged plan of attack that outﬂanks the competition—that
will separate you from the pack quickly and put you on top always—
but you have to get on the ﬁeld.
Guerrilla, this is your Super Bowl, and you know there can be only
one winner. Play with your head and your heart. Give this everythingyou’ve got and let us know about your successes.
GUERRILLA INTELLIGENCE
Hiding in Plain Sight
John Sumser
Things have really changed. Knowing exactly what you want
is more important than ever. In the last generation, you could
“parachute” into your new job. T oday, it’s a guerrilla war . . .
clear, focused, targeted, and opportunistic.
While you weren’t looking, job hunting became a direct mar-
keting exercise. “Who you know” matters less than “who knows
(continued)

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA
xxxii➤INTRODUCTION
you. ” The transition between one job and the next is a matter
of how quickly you can acquire and harness attention. You arenow required to know what you want and where to get it. You
are in charge of manufacturing your own luck.
Employers are buried in a sea of resumes they don’t want or
like. If they acquire yours from a job board, they may consideryou an “active job hunter. ” That’s a bad thing. Huge volumes of
unwanted and indistinct resumes mean that you have to simul-taneously stand out and look like you’re not trying to be seen.
That is the essence of a guerrilla job-hunting campaign.Have you noticed that it gets harder to make sense out of
the world every day? The Internet created explosive growth ininformation sources. Each offers an opinion screaming for yourattention. Survival depends on choosing among the sources.
Information overload affects everyone. Our organizations
know more and more about themselves. They are less and lessable to utilize that knowledge.
The workplace contains members of 4 four generations. Dif-
fering preferences for differing communications technologiesdrive the vast gulf between them. Collaboration and ﬁle sharing,
the favorite tools of the young, look like cheating and stealing
to their elders. The ever-present texting and social networkingseem rude and unproductive to the technologically illiterate.
Several things make the workforce older with each passing
day. The United States (and the entire industrialized world) pro-duces fewer offspring than it takes to keep the population con-
stant. As a result, the average age of workers in the economy
rises continuously. More elders stay at work. Changes in ﬁnance,
housing, and pensions raise the real retirement age. The dif-
fering generational perspectives cloud the certainty needed tomake productive decisions.
New technology ﬂows relentlessly into our lives. Cell phones
became ubiquitous in under a decade. Universal Wi-Fi domi-nates public spaces, including your car. Computers merge with
phones to create an omnipresent connectedness. Old media
dies; new media replaces it. Disruption and change deﬁnethe era.
Amid all of this, we ﬁnd our work. The orderly processes of
the last generation are evaporating as quickly as newspapers.Old industries disappear while new ones explode on the scene.
Looking for work means ﬁnding people we want to work with.

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA
Introduction ➤xxxiii
It means helping them ﬁnd us. Guerrilla job hunters stand out
from the crowd with purpose.
The goal is disarmingly simple: identify and build relation-
ships with the kind of people who either do what you want todo or want you to do it. Let them know you are available, bet-ter than competent, creative, and persistent. Demonstrate your
value. Demonstrate it again.
The problem is always the opportunity. T oday, so much has
changed, from demographics to technology, that getting simplethings done can be confusing. An environment like that rewards
people who are clear about what they want. It pays big beneﬁts
to people who persist. Environments with great potential are
confused and noisy.
You are on your own. Exhilaration, autonomy, and self-
direction are now the necessities, not the consequences. Youﬁnd your next engagement by being distinct from the noise.
John Sumser is the CEO of T wo Color Hat, a company devoted to the development
of Recruiting Strategies. Visit him at www.johnsumser.com. See him on LinkedInat www.linkedin.com/in/johnsumser.

P1: OTA/XYZ P2: ABC
fm JWBT105-Levinson April 28, 2009 10:46 Printer Name: Courier Westford, Westford, MA

P1: OTA/XYZ P2: ABC
c01 JWBT105-Levinson April 22, 2009 13:19 Printer Name: Courier Westford, Westford, MA
1Chapter
Why You Need to Become
a Guerrilla Job Hunter
The New Global America
It’s not the strongest of the species, nor the most intelligent, that survive; it’s
the one most responsive to change.
—C HARLES DARWIN
Under siege from layoffs, outsourcing, offshoring, rightsizing, down-
sizing, and bankruptcies, America is in the midst of a profound
business transformation. It is the result of developments in infor-mation and communications technologies, changing human values,
and the rise of the global knowledge-based economy. The sheer com-
plexity and technical sophistication of business has transformed thejob market. Business is becoming knowledge based and technology
intensive.
Knowledge workers are the backbone of the United States. They
are employed in all sectors of the economy, most prominently in theinformation technology and communications sectors, but also to a
growing extent in health care, manufacturing, education, ﬁnance, nat-ural resources, defense, and government—in any ﬁeld that requires in-
novation to sustain competitiveness. Competitive advantage is rooted
in the new ideas of these skilled workers.
T wenty to forty million Americans change jobs every year. Al-
ready reeling from the struggling economy, competition for the re-maining jobs is tougher than ever, the rules for getting jobs have
changed, and global competition ensures that the rules will change
1

P1: OTA/XYZ P2: ABC
c01 JWBT105-Levinson April 22, 2009 13:19 Printer Name: Courier Westford, Westford, MA
2➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
again tomorrow. Many people needlessly drift in and out of dead-end
jobs because they don’t know which industries have a future or how
to present their value in the right terms to the people who have theauthority to hire them.
T o succeed in this new job market, you must have a plan. Your
plan must be clear and detailed in every way. It must also be:
➤Clever
➤Results driven
➤Marketing oriented
➤Inexpensive to execute
➤Realistic
➤Achievable
No government agency, educational institution, or think tank has
a genuine crystal ball to make a call on the future; there are simply
too many unknown factors when it comes to industry and job cre-
ation. One thing is certain, whether you are employed but unhappy,
or unemployed and in need of a new opportunity, as a job hunter you
are at a strategic fork in the road.
șTHE NEW GLOBAL THEATER
The United States is again at a major crossroads in history. The current“jobless” recovery is a consequence of the economy’s rapid evolution
from a natural resources- and manufacturing-based economy to a
knowledge-based one. We are witnessing the ﬁrst economic recoveryin what has become a full information economy.
For most of the twentieth century, a recession was a cyclical de-
cline in demand—the result of excess inventory that needed to besold off. People were temporarily laid off, inventory backlogs were
reduced, and demand would snap back quickly. As product demand
increased, workers returned to their preexisting positions in factories,or they found an equivalent job with another company.
Over the past few years, dramatic advances in information tech-
nology have allowed companies to establish tightly integrated de-
mand and supply chains, and to outsource manufacturing and low-
end service jobs to save money. Rightly or wrongly, many of the jobsthat have entirely disappeared from North America have reappeared
in India, China, and Latin America. Rather than furloughs, many
people were let go, forcing them to switch industries, sectors, loca-tions, or re-skill to ﬁnd a new job.

P1: OTA/XYZ P2: ABC
c01 JWBT105-Levinson April 22, 2009 13:19 Printer Name: Courier Westford, Westford, MA
Why You Need to Become a Guerrilla Job Hunter ➤3
If job growth now depends on the creation of new positions, you
should expect a long lag before employment rebounds. Employers
incur risks in creating new jobs and require additional time to es-tablish and ﬁll positions. Investment in new capital equipment is no
longer a pendulum swinging from recession to recovery and back
again.
Instead of resources or land, today capital means human capital.
It doesn’t take a shoe factory to go into the shoe business these days.Nor do you need raw materials or ﬂeets of trucks. Nike became a shoeindustry leader by concentrating on the value-producing capacity of
its employees for design, marketing, and distribution know-how. The
real capital is intangible: a person’s knowledge level, combined withan aptitude for application.
șWHY YOU NEED TO BE A GUERRILLA
With a radically smaller pool of skilled workers and the increaseddemand for proﬁts, the original War for T alent of the late 1990s hasmorphed from a quantitative to a qualitative one, best described as
the War for the Best T alent by author Peter Weddle in Generalship:
HR Leadership in a Time of War (Stamford, CT: Weddle’s, 2004). The
old “bums-on-seats” mentality of many employers is quickly beingreplaced by “brains-on-seats.”
Faced with stiffer competition and tougher hiring requirements,
companies of every sort are becoming single-minded about productiv-ity and bottom-line performance. Consequently, competition for jobs
is increasing as management seeks and hires only those persons who
appear to have the most potential for helping to boost the company’s
proﬁts. For many companies, employees are now viewed as a variablecost—hence the term human capital—to remain “on the books” only
as long as they continue to produce. Looking for an old-fashioned joblike the one Dad used to have is a waste of your time—jobs are tempo-rary in the new economy—henceforth you always need to be looking
for the next opportunity.
The people who market their talent the best will win!
șOFFSHORING AND AMERICA’S FUTURE AS A
GLOBAL INNOVATOR
During the 2008 presidential election, both President Bush and Demo-
cratic presidential candidate Senator Barack Obama had a lot to say

P1: OTA/XYZ P2: ABC
c01 JWBT105-Levinson April 22, 2009 13:19 Printer Name: Courier Westford, Westford, MA
4➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
about the future of offshoring and what the practice of shipping jobs
overseas means for the U.S. economy. Even after the election, Repub-
licans and Democrats disagreed on this subject.
The macroeconomics will be argued for some time to come. As a
guerrilla job hunter, you need interest yourself only in the microeco-nomic impact of offshoring and how it affects your career—in short,which jobs are likely to disappear over time and what industries are
likely to beneﬁt. If you think “By America” legislation will save your
job—don’t bet on it. There are many issues that will take time forPresident Barack Hussein Obama II to work through Congress, though
personally I’m conﬁdent he will.
Your job is at risk to offshoring if:
➤It can be broken down into many smaller tasks that can be
redistributed to lower skilled, lower paid workers.
➤Your company’s proﬁts are under constant assault by low-cost
competitors.➤Someone else with a high-school education can do your job
with less than a week’s training.
Here’s what you can bank on:
➤The offshoring trend won’t stop anytime soon.
➤Companies will continue to maximize proﬁts and reduce
costs.
➤The government will not solve your career problems—at best
it will provide limited retraining assistance.
șSKILLS THAT WON’T BE OFFSHORED
➤Leadership Skills
Self-confessed team players are often regarded as “followers” or
“hangers-on” by senior management. I know you have been told: “We
are supposed to be team players.” The human resources department
may have told you that, but there’s a difference between leaders who
can follow others, and those people who always need to follow others.My advice to you—forget about buying another power tie, instead in-
vest in a course on leadership and look for opportunities to test your
newfound skills within the company or outside as a volunteer. The

P1: OTA/XYZ P2: ABC
c01 JWBT105-Levinson April 22, 2009 13:19 Printer Name: Courier Westford, Westford, MA
Why You Need to Become a Guerrilla Job Hunter ➤5
ability to lead will be the number one requirement for guerrilla job
hunters.
➤Project Management Skills
Develop the ﬁne art of managing people and projects. Learn how to
deal with customers, work with vendors, and interact with manage-
ment in ways that satisfy the needs and objectives of the organization.
This elusive talent is of great value and will support the notion thatyou are becoming a person who is of great value to your organiza-
tion. My advice: look into a formal accreditation through the Project
Management Institute (www.pmi.org/info/default.asp).
➤People Skills
If you become the person who can pull teams together, support com-
munication, and make things happen, that will help make your po-
sition and perceived value within the organization more visible and
support the argument that leaving your job intact is a good business
decision. My advice: learn to be likable and how to work a room with-out looking like a self-obsessed shark.
➤Communication Skills
Writing and public speaking are critical skills whether you are repre-
senting your company or merely trying to sway your boss. A publicspeaking course will have you on the podium and in the limelight
faster than any other single action you can take. Your value and con-
ﬁdence will increase dramatically. My advice: join a T oastmastersnetworking group near you today.
➤Sales Skills
There are many jokes about salespeople: what do they really do be-
sides lunch and golf? Bring in the business, that’s what, and todaythat’s everyone’s responsibility. New business is the lifeblood of every
business. When you become known as a rainmaker, the chances of
your job being offshored diminish dramatically. My advice: become
great at it. Start with a few books like Five Minutes with VITO by David
Mattson and Anthony Parinello (Beverly Hills, CA: Pegasus Media
World, 2008), and Speak to Win: How to Present with Power in Any Situ-
ation by Brian Tracy (New York: AMACOM, 2008). Devour those books
and then take a formal course.

P1: OTA/XYZ P2: ABC
c01 JWBT105-Levinson April 22, 2009 13:19 Printer Name: Courier Westford, Westford, MA
6➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
șJOBS THAT WON’T BE OFFSHORED
There are some jobs that, at the moment, just can’t be offshored. Can
you imagine offshoring your personal ﬁnancial planning to a stranger
in some foreign country? Are you going to ﬂy to a foreign country
just to see a doctor or check yourself into a hospital? Is a salespersonfrom Asia likely to travel to your home or place of business to sell you
insurance, a new car, computer, or clothes? Unlikely.
There is a clear pattern here. Many jobs, because of their per-
sonal or “intangible nature, cannot be offshored. Baby boomers are
the wealthiest generation ever and scores of new jobs will be createdbecause of their obsession with youth, advances in medicine, bioengi-
neering, and security.
The security issues that were exposed by the 9/11 terrorist activ-
ities have spawned whole new industries as the United States looksto secure its borders from terrorists. The banking, travel, agriculture,
energy, medical, and other industries vital to our social and economicwell-being are vulnerable and not likely to be leaving our shores any-
time soon.
This quote from Michael Mandel sums up what’s happening:
The war between the intangible and tangible sectors of the U.S.
economy is over—and intangibles have won. Since the econ-
omy went into recession a year ago, the industries producing ordistributing physical or tangible goods—including construction,
manufacturing, retail trade, and transportation—have lost an as-
tounding 1.8 million jobs. That includes a decline of 260,000 jobsin the much-beleaguered auto industry and its dealer network,
and a drop of 300,000 in residential construction employment.
(BusinessWeek, December 9, 2008)
President Obama’s stimulus package in the United States is primarily
aimed at the tangible market, which will encourage growth in the
intangible market as well. Understanding which jobs are not likely to
be offshored and why can help you make informed career choices. I
strongly suggest you read The Rise of the Creative Class: And How It’s
Transforming Work, Leisure, Community, and Everyday Life (New York:
Basic Books, 2003) if you’re having trouble picking an industry witha future.
Industries that won’t be offshored include:
➤Energy: There will be an increased push to ﬁnd new sources of
energy. There will be more demand for the people who search for,
mine, and develop new sources as well as for people to manage

P1: OTA/XYZ P2: ABC
c01 JWBT105-Levinson April 22, 2009 13:19 Printer Name: Courier Westford, Westford, MA
Why You Need to Become a Guerrilla Job Hunter ➤7
marketing and sales, accounting, human resources, and technol-
ogy, and the list goes on. Look to California to lead the way in
electric cars.
➤Preventive health care: This is a hot area for growth right
now and it will continue for years to come as the baby boomers
age. The demand for workers applies to all levels and to suppli-ers as well. Here’s something to think about. The cover story in
BusinessWeek , September 25, 2006, concluded, “Since 2001, the
health-care industry has added 1.7 million jobs. The rest of the
private sector? None.”
➤Security: In addition to antiterrorism needs, there is grow-
ing concern among companies to protect their greatest asset: in-
formation. Additionally, employers are increasingly concerned
about the backgrounds of people they are hiring, which will giverise to investigative services.
➤Military: Need I say more? The demand will increase as will
the educational requirements for people looking for the jobs in
communications and intelligence.
➤Government: At every level—municipal, state, and federal—
demands will only get bigger. Leadership will be in high demand
as will bilingualism in many jurisdictions.
➤Insurance: The more uncertainty there is in a society, the
greater the demand for insurance. Providers will continue to need
sales agents, claims adjusters, researchers, customer service peo-
ple, accountants, and lawyers.
➤Consumer ﬁnancial services: As more people own homes, cars,
and so on, demand is increasing for loan agents and title com-
pany workers. With losses growing in company-sponsored 401(k)
plans, more people are taking greater control over their retire-
ment savings and seeking investment counselors and brokers tomanage their money.
➤Agriculture: Farms employ hundreds of thousands of people
in almost every capacity imaginable, from marketing and public
relations professionals to genetic scientists (www.usda.gov/wps/
portal/usdahome).
➤Biotechnology/pharmaceutical: Greater need for prescription
drugs will increase demand in these sectors. As more and more
money is dedicated to gene and cloning research, opportunitieswill grow in the biotech industry.
The prospects in your area of the country will vary, but this list
provides a snapshot of what will be happening around the country.

P1: OTA/XYZ P2: ABC
c01 JWBT105-Levinson April 22, 2009 13:19 Printer Name: Courier Westford, Westford, MA
8➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
șYOUR SIX CAREERS
William Bridges, author of JobShift—How to Prosper in a Workplace
without Jobs (Philadelphia: Perseus Books Group, 1995), contends that
the United States is undergoing a process of “dejobbing”—an end to the
traditional job as we know it. “The old pattern of hiring and keepinglarge numbers of full-time, long-term workers on the grounds that
they may be needed in the future is harder and harder for companies
to do,” Bridges says.
T wenty-ﬁve years ago, the U.S. Labor Department looked at the
workforce and at trends in the job market and announced that peoplewill have as many as 5 or 6 careers in their lifetime ( Anything Goes!
What I’ve Learned from Pundits, Politicians, and Presidents , by Larry
King, New York: Warner Books, 2000). Who would have thought they’dget that one right! I certainly wouldn’t have, yet I am a prime example.
I started my career in retail, moved into banking, and then into ex-
ecutive search and placement, all before I was 25. T wenty years later, Iam still in the executive search and placement industry, but even that
career has evolved from a specialty in retail to the construction and
property management industries and now into the high-tech market-place. You could even argue that writing a book is yet another career.
Not long ago, society expected an individual to spend a lifetime
at one company. Those expectations have changed. Now you are ex-pected to change jobs every few years.
T o thrive in this environment, you need to adopt a guerrilla mar-
keting mindset. You need to think of yourself as a tightly knit packageof capabilities—a value-added product to sell around the globe.
șGUERRILLA MARKETING IS THE KEY TO
YOUR SUCCESS
I can tell you from personal experience that the most qualiﬁed job
hunter is rarely the one who wins. The positions invariably go to theperson who does the best job at positioning himself or herself as the
solution to an employer’s problem.
The dramatic changes we are witnessing in the marketplace mean
that the tried-and-true methods of ﬁnding a job will no longer sufﬁce.
They should remain a solid part of your plan, but they don’t providean adequate amount of exposure to potential employers.
In 1997, T om Peters introduced the concept of Brand U in his
book Re-Imagine! (London: Dorling Kindersley, 2003). At the time,

P1: OTA/XYZ P2: ABC
c01 JWBT105-Levinson April 22, 2009 13:19 Printer Name: Courier Westford, Westford, MA
Why You Need to Become a Guerrilla Job Hunter ➤9
self-branding was an assertive marketing concept best reserved for
high-ﬂying techies and senior executives who wanted to maximize the
ﬁnancial returns of their biggest asset—their career. T oday, personalbranding is a matter of survival.
Becoming a guerrilla job hunter is the only way to consistently
move your career forward. The market is geared toward those whoeffectively brand and market themselves as the ultimate commodity
across multiple distribution channels. Winning the War for T alent
requires you to become a guerrilla job hunter.
GUERRILLA INTELLIGENCE
Emotional Intelligence and Your Career Portfolio
Anita Martel, RGR
Having an up-to-date emotional intelligence assessment has be-come one of your greatest assets in your job search strategy.Why? Because by doing so you’ve reduced the risk the hiring
manager has in hiring YOU .
An emotional intelligence assessment gives you concrete
and valid evidence that complements your resume and providestangible proof to a potential employer. Hiring managers are
risk averse, and by making their job virtually risk free you havejust given yourself a leg up on the competition. The added plus
to having your emotional intelligence assessed is that you can
speak with complete conﬁdence during an interview. You gainvaluable insight that you can use to your beneﬁt. By knowing
your strong points, you can further build on them and use them
to position yourself advantageously. In addition, by knowingyour weaker points, you can speciﬁcally concentrate on improv-
ing them. It is strongly recommended that you retake the test at
2- to 3-year intervals to reevaluate your progress over time.
In the workplace, an ever-increasing number of employers
are choosing to use emotional intelligence assessments to en-sure a greater ﬁt of potential and current employees within their
company culture. It is becoming more and more obvious to to-
day’s companies that their workforce can no longer be managedin the traditional style. That is, today’s employee is no longer
(continued)

P1: OTA/XYZ P2: ABC
c01 JWBT105-Levinson April 22, 2009 13:19 Printer Name: Courier Westford, Westford, MA
10➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
just a part of the puzzle that completes the big picture but has
become the process with which to do it. Organizations are nowﬁlled with highly educated knowledge workers that as a team
have become this process. This is in essence what will give one
company a distinct competitive advantage over another, and to-day’s companies are speciﬁcally looking for that edge.
On the personal side of things, none of us live in a vacuum,
and we can clearly see how our personal life always ends uptrickling into our professional life at one time or another. We
develop relationships with everyone around us. How well we
manage those relationships can have a signiﬁcant impact on
both our professional as well as our personal lives. Having vi-
brant, healthy relationships has become the core competitiveadvantage in today’s workplace.
So what exactly is emotional intelligence? “Emotional intel-
ligence is the unique repertoire of emotional skills that a personuses to navigate the everyday challenges of life” (Multi-Health
Systems, 2008). It is the awareness of one’s emotions and the
ability to use those emotions to strengthen one’s performance.Simply put, emotional intelligence is often referred to as com-
mon sense or street smarts.
Research has demonstrated that an individual’s emotional
intelligence is often a more accurate predictor of success thanthat person’s IQ. No matter how intellectually intelligent some-
one is, their success is still governed by how well they can com-municate their ideas and interact with their peers. As opposed
to IQ, which is said to be set early on in life, your emotional
intelligence can be substantially strengthened and developed
with appropriate training and thus can be improved consider-
ably. Since emotional intelligence is elastic, those who lack itcan gain it, and those who have it can augment and develop it
further.
Many emotional intelligence tests exist on the market and
all claim to be the best. I have researched a great number of themand keep coming back to one in particular. The BarOn EQ-I as-
sessment is by far the most comprehensive on the market. Itassesses interpersonal and intrapersonal skills, stress manage-
ment, adaptability, and general mood with many other areas
within these categories. Several different reports can be gener-ated including a leadership one, and its versatility allows in-
dividuals to track and work on their emotional intelligence. A

P1: OTA/XYZ P2: ABC
c01 JWBT105-Levinson April 22, 2009 13:19 Printer Name: Courier Westford, Westford, MA
Why You Need to Become a Guerrilla Job Hunter ➤11
company wanting to have an accurate predictor of best perform-
ers or a comparison/ﬁt for potential employees can also use it.It is used worldwide, can be produced in several different lan-
guages, and has been scientiﬁcally validated. It can be taken on-
line and completed in about 40 minutes. You receive a clear andeasy-to-read written interpretation of your results, recommen-
dations on what to do to increase your emotional intelligence,
and a debrieﬁng session with a certiﬁed administrator.
Remember, you are creating your career portfolio and what-
ever you can add to it that will put you a step ahead of the compe-tition is essential. All good career portfolios include a summary
resume, a thorough detailed resume, a number of references,
and an up-to-date emotional intelligence assessment.
Anita Martel is a partner of Perry-Martel International and a Certiﬁed BarOn
EQ-I administrator. She is devoted to helping leaders, individuals, and teamsincrease their effectiveness and attain their full potential. For more informationor to take the test, e-mail anitam@perrymartel.com.

P1: OTA/XYZ P2: ABC
c01 JWBT105-Levinson April 22, 2009 13:19 Printer Name: Courier Westford, Westford, MA

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
Part
I
Your Guerrilla Mind

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
2Chapter
Personal Branding
Guerrilla Style
Shape Up Your Brand with Attitude
If Christopher Columbus had turned back, no one would have blamed him.
Of course, no one would have remembered him either.
—U NKNOWN AUTHOR
Embrace this fact: it’s rarely the best qualiﬁed person who wins the
most coveted position. Instead, it is often the person who “packages”
themself best to meet the needs of employers. This all comes down tohow you look on paper initially and the attitude you bring to your job
search. You have 100 percent control over both. We’ll discuss branding
guerrilla style ﬁrst, then your attitude.
ș“YOU INC.”—YOUR PERSONAL BRAND
More than ever in our history, huge value is being leveraged from
smart ideas and the winning technology and business models they
create. In the years to come, as companies strive to hire fewer but bet-
ter people, employers will try harder than they ever have to attract and
retain smart, boldly entrepreneurial overachievers. In the new worldof work, value is not salary—not for the employer, not for you. With
millions of dollars at stake, an employer’s search for an employee will
be value-focused, not salary-driven.
15

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
16➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
As a job hunter, you need to comprehend that the production
of value is the most important criterion for an employer when hir-
ing. Articulating your value is your key to successful job hunting; itseparates you from all the other job hunters. Understand, value is not
salary; worth does not ﬂow from a job title. Knowing what’s important
to a company means looking beyond job descriptions and compen-sation tables, especially today when sudden changes and uncertainty
are the norm.
You need to comprehend:
➤What value is a company expecting from an employee’s
contribution?
➤How do you communicate your value to an employer?
Especially for management and senior positions, companies are
rarely looking to ﬁll in a box on a standard employee recruitment
form; they are looking for something nebulous and more important.They are searching for a person who can deliver a quality, not a
quantity, someone who can explode outward from an open-ended
initiative-driven space.
Qualities are difﬁcult to ﬁnd, measure, or test, and you don’t ﬁnd
these qualities by searching for speciﬁc salary levels—the qualitiesthat make up the new value table are money-resistant, as initially
explained in Career Guide for the High-T ech Professional: Where the
Jobs Are Now and How to Land Them, by David Perry (Franklin Lakes,
NJ: Career Press, 2004). The new value table (T able 2.1) goes beyondskill sets and resumes.
In its simplest form, T able 2.1 represents the base elements of
your personal “brand.” Building your brand—making a “name foryourself”—need not be expensive.
➤Create Your Brand Guerrilla Style
Personal branding is not about projecting a false image. It is about
understanding what is unique about you—your accomplishments, ex-
perience, attitude—and using that to differentiate yourself from other
job hunters. Your brand is your edge.
Do you buy generic beer, clothes, cars? Do you buy any no-name
large ticket items at all? Not likely. If you are like most people, youbuy a brand because of the security and peace of mind that come from
the quality and reliability of a known brand. Employers do the exact
same thing when they hire people.

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
Personal Branding Guerrilla Style ➤17
Table 2.1 New Value TableTM
Employer’s Value Requirements Your Quality That Counts
Create new intellectual wealth for my
company; add to my intellectual assets.A consuming desire to make something
new; to cut a new path rather than
take a road.
High-energy enthusiasm for the job,
regardless of the hours worked.Work is a game—an integral, vibrant part
of his or her life.
Not only is money not the most
important issue—it’s beside the point.Internal pride to leave a “legacy
signature” on their work, rather than
strive for a paycheck.
Enduring performance. An ability to stay and ﬁnish the race,
because not ﬁnishing is inconceivableemotionally.
“Think around corners” to solve
problems creatively.Have an inner voice saying “There’s
always a way [to create a technologyﬁx: make a deal].”
Bring up-to-date professionalism into
every fray.Contain a desire to grow
professionally—to become the best
person he or she can be: invest in
themselves.
Ever-increasing contribution. The key to inner pleasure is recognized
as making an individual contribution.
Identify and develop values for your
company.Instinctive grasp and exploitation of
today’s real value: the intangible capital
of brand image, staff talent, and
customer relationships.
Challenge the status quo. Willingness and courage to speak the
truth when you see a conﬂict.
Personal branding is critical for guerrilla marketers because:
➤Employers are looking for results.
➤Your results demonstrate your qualities, which satisfy an em-
ployer’s value requirements.
➤Employers won’t buy generic employees.
➤Employers will buy the intangible qualities implied by your
brand (you are like Nike, too).
➤How to Create Your Brand
Personal branding is about making yourself stand out so that people
trust you and are interested in you. Guerrillas do this by leveraging

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
18➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
their previous employers’ brand (names, slogans, and logos) to create
an identity that is memorable and desirable to the people they want
to reach.
For your cover letter, this means naming the projects you worked
on or the clients you sold to. Be speciﬁc. Be detailed. Sell the sizzleandthe steak.
For your resume, it may mean taking the logos (with permission,
of course) of the companies you worked for or the product you devel-oped and placing them on your resume for extra punch. Nothing willget an employer’s attention faster than a well-known brand’s logo,
especially if it is a competitor or a coveted account (this reaction is
known as the “halo effect”).
What would make the person reading your resume take notice of
you? Could it be your training at another company? Might it be thecompanies you have sold to? Were you responsible for a major productthat the employer might recognize? There are likely thousands of
images you could use. You only want to put in 5, so choose the 5 your
reader is most likely to be interested in. Putting in more than 5 makes
it too crowded.
T able 2.2 is a list of suggestions for you to use in choosing your
images.
Let’s get right into how to choose your most marketable skills and
write about your accomplishments to reﬂect your brand. We will use
the output you produce in this section with the clever design of your
resume(s) in Chapter 5. You will reuse the info in LinkedIn, Facebook,
MySpace, and blogs.
șEFFECTIVE BRANDING IS ABOUT SELLING
WHAT MATTERS
This section is designed to help you do 2 things that are essential to
branding yourself:
1.Determine your marketable skills, and
2.Find achievements that prove your claims.
The data you assemble here will help you write your Guerrilla
Resume later (in the Chapter 5). DO NOT SKIP THIS STEP! In fact, ifyou can’t ﬁnd the time to do these 2 things, please stop reading nowand ask for your money back—this book will be of no use to you.
Ready? Let’s begin.First, we will …

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
Personal Branding Guerrilla Style ➤19
Table 2.2 Resume Image Suggestion List
Position Sought Reader’s Interest Suggested Graphics
Sales Who have you sold to? Are
there any major accounts
you know they would like tohave or would recognize as
difﬁcult to get that would
make you look like asuperstar?Logos of the companies you
h a v ew o r k e df o ro rt h emajor customers you havesold. Perhaps a product you
sold if it’s more recognizable
than the company’s logo.
Engineering Who have you worked for?
What major product did youhelp design?Logos of your employers or
customers. A logo or photoof the product you designed.
Marketing What brands have you helped
create? Where have yougotten press coverage for
your products? What trade
shows have you worked?Logos of your employers or of
the newspapers or magazinesyou have had coverage in.
Media quotes you were
responsible for.
Finance Have you done an IPO on
Nasdaq? Have you securedfunding from a majorventure capital ﬁrm?Logos of your employers or
signiﬁcant partners withwhom you have negotiated.
Administration How have you increased
efﬁciencies?Logos of your employers.
➤Determine Your Marketable Skills
Your Guerrilla Resume will highlight your most valuable and attrac-
tive skills in such a way that employers are more likely to call you.
So, what are your most marketable skills? Complete the following
2 exercises:

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
20➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
Exercise 1: What do you do well? What do you do better and
more easily than other people? Is it the work you’re doing
now? Something you studied in school? A hobby? T ake out a
pad of paper and write down your answers, no matter how un-
related they are to work. The goal is to get your creative juicesﬂowing.
Let’s take a ﬁctitious job seeker, Sally, and write down what
she does well: public speaking, sales, client service, managingprojects, solving computer problems, managing others, speak-
ing French.
Exercise 2: What do you enjoy doing? What skills do you most
enjoy using on the job or in school right now? What would you
do even if you weren’t paid? Write your answers down.
Here are Sally’s answers to this second question: public
speaking, bicycling, client service, solving computer problems,baking cookies, managing others, speaking French, serving as a
Girl Scout leader, hiking, writing.
Now, you’ll see that Sally’s answers to question 2 produced a
different set of skills from question 1. That’s okay, but you willnotice several skills that appeared in both lists. That’s better
than okay—that is exactly what we’re after!
When you write down a skill that you enjoy doing (question
2), which you have also written down because you do it well(question 1), highlight it in some way.
Let’s go back and highlight Sally’s skills listed in response to
question 2 that were also answers to question 1: public speaking,
bicycling, client service, solving computer problems, baking cook-
ies, managing others, speaking French, serving as a Girl Scout
leader, hiking, writing.
For Sally, our ﬁctitious example, the skills she does well and
enjoys doing are: public speaking, client service, solving com-puter problems, and speaking French.
Pretty simple, huh? By answering these 2 questions, Sally
now knows more about herself than roughly 90 percent of jobseekers who don’t know what they do well or what they wantto do.
Now, complete this exercise for yourself. Write down your
answers to questions 1 and 2, then underline those skills foundin both lists. These are skills you do well and enjoy doing. You
may come up with 3, 4, 7, or more skills.

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
Personal Branding Guerrilla Style ➤21
You’re almost done. Now, choose the 2 or 3 skills you think
will be most attractive to the hiring authority reading your re-
sume. These are your most marketable skills. They will form a
skeleton around which you build your entire Guerrilla Resume.
WARNING
This is the most important step in the process of writing your Guer-
rilla Resume. Do not go on without completing this exercise. Stop.
Do it now. Write now!
Why? Because once you know what your most marketable
skills are, you can highlight your most relevant experience,which will help you ﬁnd the job that’s best for you. It all ﬂowsin order, like painting your garage—ﬁrst the prep work, then the
painting.
Okay, now we’re ready for the second part of this 2-step process.
➤Find Achievements That Prove Your Claims
What achievements/accomplishments prove the marketable skills
you listed? For each skill, write down at least 3 things you did that
you’re proud of along with their speciﬁc results.
Use facts. Be speciﬁc. The more exact the better—ﬁgures, dates,
percentages, and so on. What have you done to increase productivity,proﬁts, efﬁciency, sales, and so on? Your achievements can be from
paid or volunteer employment, school projects, or even hobbies. Aslong as they’re relevant to the work you want to do, you may include
them in your resume.
Here are some more examples to illustrate what you should or
shouldn’t write for achievements.
First, here’s what NOT to write. These nonspeciﬁc achievements
prove nothing:
➤Managed numerous projects to success.
➤Provided sales and customer service to house accounts.
➤Wrote reports and correspondence for busy executives.

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
22➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
Now, here’s what to write. These speciﬁc achievements prove your
skills:
➤Managed 100 percent of 27 projects to successful completion
in 2006, ﬁnishing an average of 10 days early on budgets ranging
up to $256,850. Built and led teams of up to 34 staff.
➤Increased sales $456,000 in 1 year by managing and develop-
ing 34 house accounts.
➤Saved $52,000 after writing 3 employee manuals that standard-
ized operations. Also wrote more than 85 reports for a team of 23
executives, meeting all deadlines.
See the difference?
It may help to interview yourself as a newspaper reporter would,
and ask yourself a series of questions (Why, How, When, Who, What)about the things you’ve done that you’re proudest of.
For example, let’s say that in your last job you overhauled an
Oracle database. For most job seekers, they would stick this phrase intheir resume: “Cleaned up Oracle database.”
And then …nothing would happen because language like that
tells readers nothing at all about your value on the job. The phonewon’t ring because employers won’t be interested.
Instead, ask yourself questions about your achievements, like
these:
➤Why were you assigned to clean up the database?
➤How did you do it?
➤When did you do it?
➤Who did you do it for?
➤What happened as a result of your efforts?
Your answers will often lead to surprising results, which will serve
as the basis for a very powerful Guerrilla Resume.
Example Answers
➤Why did I clean up the database? One of our clients was ready
to take their business elsewhere because a database we built forthem kept failing.
➤How did I do it? By working 12-hour days for 2 weeks straight.
➤When did I do it? In 2006.

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
Personal Branding Guerrilla Style ➤23
➤Who did I do it for? Our company’s #1 client, which repre-
sented $14 million in annual revenue.
➤What happened as a result of my efforts? The client was happy
and stayed with us.
Now, here’s how you can rewrite the boring statement—Cleaned
up Oracle database—to include the speciﬁc results of your actions:
“Helped retain $14-million account by working 12-hour days for 2
weeks to clean up Oracle database for ﬁrm’s top client in 2006.”
See the difference?
A few sentences like these are all you need in your Guerrilla Re-
sume to make the phone ring with interview requests from employers
who are anxious to meet you.
I think you’ll agree that this is powerful stuff. It really is easy to
uncover speciﬁc results in your work history by asking yourself thesequestions.
Here are 2 shortcuts to help you create a list of achievements for
inclusion in your resume.
➤Shortcut 1
Write down all the money you’ve saved or generated for employers
in every job. What have you done to increase overall proﬁts in your
current and prior jobs? Be speciﬁc!
Do NOT write, “Sold products and met quotas.” Write, “Sold
$516,750 in 1 year while exceeding all quarterly quotas by an aver-age of 21 percent.”
Do NOT write, “Produced substantial savings.” Write, “Saved
$45,890 in 45 days.”
➤Shortcut 2
You may ﬁnd it difﬁcult to quantify your work in terms of dollars. You
may even ﬁnd it impossible. If so, try to come at it from a differentangle.
Write down everything you’ve done to increase efﬁciency orsave
time. Time is literally money to employers. Perhaps you wrote an
employee training manual, or created a way to back up data fastereach night, or devised a way to speed up shipping out on the loadingdock. Anything and everything is fair game here.
The key is to ﬁgure out exactly how many hours you saved per
week, then assign a dollar value to those hours. Then annualize that

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
24➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
ﬁgure to get the highest, most impressive number. This requires you to
do one very important thing: you must do the thinking for the reader
of your resume. It’s your responsibility as the author of your resume
to connect the dots for the reader. Make it easy for the reader to picture
you as an excellent employee without thinking.
For example, say you created a process that saves 10 hours a week.
How much does your employer pay someone to do what you just auto-mated? If it’s $10 an hour, add another 30 percent to cover insurance
and other beneﬁts, and you’ll get a ﬁgure of $13 an hour. Multiply that
by 10 hours per week and you’ve just saved $130 per week, $520 per
month, $27,040 per year.
So, you can write this eye-catching sentence in your resume:
“Saved $27,040 annually by automating widget process.”
Now, here’s the fun part. When you save $27,000 here and $27,000
there, pretty soon you’re talking real money. Include all these money
totals in your Guerrilla Resume.
When you ﬁll your Guerrilla Resume with speciﬁc achievements
that are quantiﬁed in dollars, guess what? You turn yourself from just
another job seeker, crying “Please give me a job!” to a walking, talking,
blue-chip stock, who says: “Hire me at $50,000 and I can deliver a
400 percent return on your investment because I’ve routinely saved
$200,000 annually at my prior jobs.”
While ordinary job seekers are crying out, “Please give me
a job!” your resume will be saying, “Hiring me is like buyingmoney at a discount.” Other job seekers come across as supplicants,
begging for work, while you come across as a superhero minusthe cape.
Put another way, you will put an immediate halt to the “apples
versus apples” comparison that employers make when consideringordinary job seekers. It’s now “apples versus oranges”—and you’re the
only orange. You’re changing the rules of the game and putting them
in your favor—kind of like picking up a Monopoly board and tippingall the money, hotels, and houses into your lap.
Nice, eh? And it all starts when you stop thinking of yourself
as an ordinary job seeker and start thinking of yourself as a living,breathing investment.
Here’s a ﬁnal tip on how to uncover the dollar value for good
things you’ve done on the job. It’s this: don’t be afraid to call up
current and former coworkers to ask for help. You may not know how
much money your top client brought in last year or what the budgetwas on the X-14 project you managed, but someone in the accounting
or marketing department might. Leave no stone unturned in your
search for accomplishments.

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
Personal Branding Guerrilla Style ➤25
Let me reemphasize this critical point: when you do the thinking
for the reader and include speciﬁc results in your Guerrilla Resume,
good things will happen in your job search.
If you do nothing more than use the instructions in this chapter
to come up with at least 3 solid, speciﬁc achievements for each jobyou’ve held, you will immediately improve your resume. You shouldstart getting more calls from employers to interview. And you will
have received full value for your purchase of this book.
But this is only the beginning. You’re not just going to improve
your resume. You’re going to create an eye-popping Guerrilla Resumeand cover letter that will produce rapid results in your job search in
Chapter 5.
GUERRILLA INTELLIGENCE
Social Media and the Guerrilla Job Hunter
Dennis Smith
Why is our brand such an important part of our job-searchingefforts? Because our personal brand creates a strong, consistentassociation between us and the perceived value we have to offer
an employer.
And, like it or not, our brand precedes us in the interview
process. That’s right. Think of it this way: long before the wide-eyed hunter focuses his scope on the massive proﬁle of the
hairy beast, he hears the thumping sounds of the gorilla (Note:Gorilla, not Guerrilla) methodically beating his chest in the
jungle. The gorilla-noise (and his reputation) precedes the in-
evitable meeting.
Similarly, you—like all job seekers—send signals to prospec-
tive employers. They precede you—by a jungle mile. However,the difference between the aimless job hunter and the guer-rilla job hunter is this: a carefully crafted brand. It whets the
appetite of the potential employer, laying the foundation for adynamic, chest-thumping interview supported by well-deﬁned
facts of goals smashed and lessons learned.
Besides a knock-your-socks-off Guerrilla Resume, there are
few tools as compelling as social media to help the guerrilla
(continued)

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
26➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
job hunter spread the word about his or her carefully crafted
brand. Spanning 29 countries and 17,000 Internet users, recentresearch by Universal McCann found that almost 60 percent of
Internet users are members of an online community such as
LinkedIn, YouT ube, Facebook, or WirelessJobs.com. Even moremind-blowing: 78 percent of Internet users read blogs (up from
66 percent in the previous study). No longer conﬁned to the
realm of the college set, today’s online social networks are anextremely powerful platform to connect with colleagues and
industry professionals. As someone once said, “If you are not
online, you don’t exist.”
Chances are, then, long before you arrive for a personal in-
terview, your hiring decision makers will look you up online.Will they ﬁnd you? If so, what will they ﬁnd? Are you shar-
ing your knowledge in professional forums? Connecting withlike-minded professionals who share your passions? Establish-ing yourself as the resident expert in your profession? Is your
resume up to date? Does it match the proﬁles you highlight in
your social networks? Who is in your network? And most impor-tantly, does your online persona really reﬂect the brand you’ve
been working so hard to create?
A lot of questions—all worth asking. Undoubtedly, this infor-
mation works together to represent your online digital footprint.More importantly, it contributes to how a potential employer
“sees” you. As a savvy guerrilla job hunter, you understand this,and you can carefully position yourself to be “ﬁndable” online.
Need an easy place to start? Here are 10 social media activi-
ties that will help you—even if you are an Internet novice—join
the online conversation and begin spreading the word about
YOU:
Online Networks
1.Look for online networks that share your career focus,volunteer interests, geographical area, professional asso-
ciations, or alma mater. Join them, offer to guest post on
their blogs, participate in their forums, and share yourexpertise.
2.Get a LinkedIn account for your professional network.Then, create a group on LinkedIn focused on your pro-fession (e.g., “Wireless Jobs” group has 11k+ members).
Invite the experts in your profession to join the group.

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
Personal Branding Guerrilla Style ➤27
3.Get a Facebook account (smart job hunters use the mas-
sive demographics of Facebook [100M+] to their beneﬁt).Ditto with T witter (use it to follow the online conversa-
tions about your profession—your company—YOU).
4.Check out podcasts and iT unes and listen to thoughtleaders—not just in your professional arena, but in other
areas as well.
5.Get a StumbleUpon.com and/or Digg.com account for
voting, and a del.icio.us account for social bookmarking.
Blogs
6.Create a blog and begin interacting with and reaching
out to your target audience (e.g., CrunchWireless.com).
7.Comment on other people’s blogs. This is a great way forothers to get to know you, especially when your ideas arepertinent and meaningful.
8.Promote others—their blogs, articles, and ideas—on yoursite.
9.Don’t let your blog go static. Keep it fresh with a daily mix(or at a minimum, 3 times a week) of information, opin-ion, interviews, and lists. Throw in an occasional self-
recorded YouT ube video and you’ll cement your brand
quickly in the eyes of your audience.
10.Subscribe to Google’s web-based feed reader to keep up
with the blogs and news pertaining to your industry
(reader.google.com).
Tim Sanders said, “In the twenty-ﬁrst century, our success
will be based on the people we know.” Guerrilla job hunters getthis—and because they understand that relationships serve as a
predictor of our success, they include social media as a standard
part of their job-search strategy.
Make no mistake—no other investment opportunity can
compare with the global reach of the Internet in your effortsto evangelize the value of your brand. Social media will help
you use the power of the network to gain opportunities and
build relationships. In other words, it will help you get the
(continued)

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
28➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
attention—your brand in the crosshairs—of the people with
whom you need to connect.
Dennis Smith web site address: www.WirelessJobs.com e-mail link: dennis@
wirelessjobs.com.
Okay, put the exercise and results away for now. We’ll be using
them soon enough, but ﬁrst let’s talk about what really matters most
when you’re job hunting: attitude.
șATTITUDE CHECK
Employers want to hire positive people as much as they need to hire
people who are competent. If you have both characteristics, the em-
ployer’s decision becomes obvious. Most employers I know, includingyours truly, would rather have an employee with a great attitude and
some related work experience, than a more experienced one with a
poor attitude. Why is that, and how do you show it?
➤The Importance of a Can-Do Attitude
Attitude rates bigger than ever with interviewers these days because
employers are facing a future of constantly accelerating change andneed to look aggressively for ways to expand, grow, and stay in busi-
ness. They are seeking job hunters who can have a positive impact on
the company’s results. Employers want employees who:
➤Believe they can change the impossible into the possible.
➤Do things better, smarter, and faster as a natural force in their
life.
➤Can ﬁnd new ways to accomplish something without a map.
➤Will relentlessly search until they ﬁnd a way.
Interviewers spot “can-do” people immediately. They’re the ones
who can describe the obstacles they faced and how they overcame
them—in ﬁne detail. Can-doers are also quick to admit they haven’tbeen victorious every time, but they analyze each failure and take
away valuable lessons from it. That’s what employers are hoping for,
and they’ll make every effort to hire job hunters who can demonstrate

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
Personal Branding Guerrilla Style ➤29
that they have gone the extra mile, who are ready to shoulder a lit-
tle more responsibility when needed, and who do not automatically
expect to be rewarded for it.
Most employers have had the pleasant experience of hiring a job
seeker who had something nebulous they couldn’t quite put theirﬁnger on, but that encouraged them to hire the inexperienced personwith a bounce in his step, and a desire to win. Every employer who
has done that is bound and determined to ﬁnd the next diamond in
the rough—where the rough is the experience, not the attitude.
Employers hire people because they want to grow their business.
If you approach your job search with a negative attitude that conveysyou just want a paycheck, employers will pick it up quickly and reactaccordingly.
Guerrillas leap tall buildings …because their attitude proclaims
“can-do,” and they do not let the naysayers of the world get them down.Pop singer Chris Daughtry sold 2.4 million of his self-titled album
after losing out to T aylor Hicks on season 5 of American Idol. He con-
tinued to push forward and found the success he wanted. Daughtry’s
a role model for the can-do attitude.
You must decide right now to accept all setbacks as temporary.
If you were good enough to be interviewed at a company, then youdoubtless have what it takes to land a similar position with another
company. It is your attitude in reaction to an event that colors yoursuccess.
GUERRILLA INTELLIGENCE
Job Hunting and Dating
Dave Howlett, RHB
Looking for the perfect job is like searching for that perfectpartner. Some of the best job and love matches are set-ups. Sohow on earth can you get people to say nice things about you
when you aren’t in the room? How can you be conﬁdent they’ll
smile and say, “Hey, I know someone who would be a great
match!”
Recently I chatted with an executive assistant who works at
a large wealth management ﬁrm. She told me she had been with
(continued)

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
30➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
the company 3 years. She conﬁded that she had been referred
by a friend who also worked there. I asked her if she also hadfriends she would also refer into the company.
“Some of them,” she replied.“Why wouldn’t you refer all of your friends?” I enquired.She shrugged, “I guess some would embarrass me.”
You Need to Make Others Look GoodWord-of-mouth and referrals happen when your friends know
you aren’t going to embarrass them. If you possess “an inter-
esting personality,” it’s likely your friends won’t bring up yourname. Think about it; they can envision their friend (or boss)
saying, “Who the heck referred this person?” The real issue is
that your friends are too polite. They won’t tell you your pantsare 1 inch above your ankles and that your jokes are offensive.
So take some guerrilla control.
Memorize 2 questions and start asking them to everyone:
“What is it I do well? If I could do one thing better, what wouldit be?” Keep a journal and look for trends. A client told me
his greatest takeaway from one of my workshops was “Neverturn down a breath mint.” Remember, your friends have been
interviewing you for years; they know exactly what you need to
do to improve. You just need to get them to complain to yourface.
Assume Everyone Is Intelligent
Ask any woman how she feels about going on a second date with
a guy who went on and on about himself and then acted in a rude
manner with the waiter. A managing director told me she talkswith her front-ofﬁce staff after interviewing a consultant/job
seeker. She trusts her staff to inform her how you acted around
people you didn’t think were worthy of your courtesy. That’sindicative of how you will “ﬁt” into her company. Who do you
consider beneath you?
Have a Passion for What You Do
I have divorced friends who have a habit of making unkind com-
ments about their ex and about marriage in general. “All women
are after my money.” “Men are such pigs.” Then they ask me tokeep an eye out for any dating opportunities. I am honestly
reluctant to do this. Dumped from your last job? Worked for a

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
Personal Branding Guerrilla Style ➤31
psychotic boss? Feeling sorry for how your life has turned out?
Find a good friend (or a counselor) to discuss your troubles.Butdon’t use your next date or your next job interview to moan
and vent.
Get Over Yourself
Pastor Joe Palusak is an extraordinary guy I met 7 years ago. Joe
ministered to the needs of police and ﬁreﬁghters at the WorldTrade Center after 9/11. He shared with me a sentence that I
have said aloud each week since then: “You would care less what
other people thought about you if you knew how little time theyspent thinking about you.” Write this down and keep it on your
desk.
In job seeking and date seeking, the days seem like weeks
and the weeks seem like months. You start to think, “She didn’t
return my call because of something I did,” or “They didn’t likemy resume and that’s why they’re not calling.” Don’t give up
because one person or one company doesn’t get back to you
right away. Until I hear a client say, “No, we don’t need you thisyear,” I always assume they are busy doing other things (and it’s
not about me).
You’ve got too much time on your hands. Get over your-
self. Keep busy, keep the pipeline ﬁlled, volunteer at a schoolor immigrant-assistance program and put your experience and
knowledge into helping others. Join a T oastmasters group andmeet amazing and motivated people. (www.toastmasters.org).
How would you answer this question on your next date/job in-
terview? “So, you got divorced 2 years ago, what have you beendoing since then?”
One Last Thing
Start asking couples how they met. Start asking employees how
they got their job. You’ll ﬁnd a lot of similarities. Opportunities
are around us every day. Treat job hunting like looking for adate. Make other people look good and they’ll send leads your
way. Then tuck your new business card inside your wedding
invitation.
Dave Howlett is founder and managing director of www.realhumanbeing.org.
RHB hosts seminars on networking, sales, and company culture. He can bereached at dhowlett@realhumanbeing.org.

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
32➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
șHOW TO STAY MOTIVATED
Everyone acknowledges that rejection is a fact of life when you are job
hunting. It pushes all the wrong buttons—not once—but sometimes
hundreds of times. What is even worse than the rejection letters is
dead silence—the lack of acknowledgment that you even exist. Thefundamental truth of job hunting is that it’s not pleasant. It is all about
being rejected and ignored. Eventually the stress gets to everyone. You
can lessen the sting and develop that critical can-do attitude by taking
the following 4 empowering steps.
➤Step 1: Take Charge of Your Job Hunt
Only you know your strengths and weaknesses. Only you know what
you really enjoy doing. Only you know where you want to work andwhy. Only you know how you can help a prospective employer. Only
you can articulate your interests and strengths in a cover letter and
resume. Don’t let anyone else do your resume or your cover letter. Youneed to do it yourself. You can ask people to review it but it must come
from you—even if you are receiving outplacement counseling. Come
interview time, you need to mirror the person you have portrayed onpaper or you will strike out. You can sell yourself better if you own
every word on the page.
➤Step 2: Adopt a Tough Mindset
Surround yourself with positive people. Get rid of anyone who sym-
pathizes with your plight and is eager to commiserate. You do notneed sympathy. You need support, and there is a huge difference.
Supportive, helpful, optimistic family, friends, and reputable profes-
sionals remind you of your strengths and give needed encouragementand feedback. Sympathizers zap your energy and self-esteem. Staying
inspired requires the input of inspiring people, so ﬁnd a trusted con-
ﬁdante who can help you polish your presentation, provide moral
support, and strategize.
➤Step 3: Stay Focused
You need to feed your opportunity funnel in the same way that sales-
persons feed their sales funnel: so many leads, so many calls, so manyinterviews. Like a good salesperson, you need to track and record your
efforts. You must keep a record to show yourself that you are making
progress. If you can visually see progress, you will have an extra in-centive to keep at it. If you’ve completed 10 calls today, then record

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
Personal Branding Guerrilla Style ➤33
it. If you have sent out a batch of networking letters, note that, too. I
encourage my friends to chart their accomplishments on the wall as
I do because “seeing is believing.” Note how many interviews you’vescheduled, calls you’ve made, callbacks you’ve noted, and research
you’ve completed. It is critical to be able to view your job-hunting
funnel to ensure you have adequate leads to provide a steady supplyof interviews.
➤Step 4: Think Positive
As Henry Ford once said, “Whether you think you can or whether
you think you can’t, you’re right.” It is important for you to believe
you’ll succeed. You must convince yourself, through your own self-
talk, that you are successful. Write out positive afﬁrmations aboutyour job-hunting skills such as the following:
➤I interview well.
➤I come across with conﬁdence in interviews.
➤I ﬁnd the perfect positions that use and grow all my talents.
Keep your statements in the present, not the future tense. Read
your list every day. Post it at eye level as a subliminal motivator.You can be your own worst enemy or your biggest fan. Give yourself
credit for what you’ve completed and don’t beat yourself up over what
you haven’t yet accomplished. Work at a steady pace with your endgoal in mind. Your new job, and the burst of self-esteem that comes
with it, will be worth all the effort. I’m not kidding. Start doing this
right now.
GUERRILLA TIPS
➤Regard every “no” as a “not today” and a step closer to “yes.”
This book explains how to repackage and repitch yourself
until the persuasion works.
➤Monitor your self-talk. Only you have the power to change
your attitude and your perspective. Keep a vigilant eye out
for negative self-talk. Notice what you are saying to yourself
as you move through your search. Your mental dialogue can
boost your esteem or drag you down.
➤Measure yourself by your own standards. Avoid comparing
yourself with others. People aren’t going to tell you things are

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
34➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
tough in their lives. When you ask how they are doing, they
usually will say, “Great, never better,” which will make you
feel like crap. That’s just their game face; they are not doingany better than you are. You are the only person you need to
please. If you stick with your plan, you will achieve success.
➤When someone suggests you try something new—do it.
Guerrillas aren’t afraid to try new things and fail. I recently
had a woman tell me that none of my ideas would work, al-
though she hadn’t tried even one of the 50 suggestions I gaveher—which might explain why she has been unemployed for
2y e a r s .
➤Stay healthy. Get enough sleep, eat well, and exercise. A
brisk walk at noon will burn off the “blues” and ward off the
ﬂu. See your doctor if you are always sad. If it is wintertime,you may not be getting enough sunlight.
➤Be social. Get out and see your friends and don’t talk
about your job hunt all the time, but do let people feed you
leads and encourage you.
GUERRILLA INTELLIGENCE
Sally Poole
After hiring and working with this employee for about a year,she told me what she did to get the job. She was almost destitute,living in a new town where she knew no one, and had no way
to produce a resume. So she thought to herself, “Where are there
plenty of unused computers that I might use?” She came up withan idea and called the local school district to ﬁnd out the name
of the superintendent. Then she called a nearby school, told
them she was the superintendent’s niece from out of town, andcould she use a computer to type up a report for school? They
actually escorted her to the computer room, she typed up her
resume, printed copies, and got out quick. I liked her tenacity,
her way of getting work done in a creative way. That woman
would let nothing stop her, not even being dirt poor. She is stillone of my best employees.
Sally Poole, Poole Advertising LLC, www.pooleadvertising.com.

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
Personal Branding Guerrilla Style ➤35
șTHE MOST COMMON CAUSES OF FAILURE
AND HOW TO AVOID THEM
It is the little things that trip you up when you are job hunting. You
know, the inconsequential details like knowing what job you want orexpecting other people to do your job hunting for you. Here are the 4
biggest mistakes and how to avoid them.
➤Mistake 1: Fuzzy Goals
T o wage an effective job-hunting campaign, you need to know your
marketable skills and where you can sell them. Starting a job search
before you know the job you want and what you have to offer will end
in frustration. Employers expect you to be able to tell them how youcan contribute. They don’t want to ﬁgure it out for themselves, and
that is not in your best interests anyway. If you are going to expend
the effort to ﬁnd a new job, then take the time to do it right. T argetyour efforts toward a job you want—or you’ll likely be job hunting
again very soon.
The Solution
The answer to fuzzy goals is self-assessment. If you can’t do this your-
self, ﬁnd a career counselor and invest in yourself. More important
than telling you what salary you can command, career counselorswill help you understand the following:
➤Your likes and dislikes,
➤Your unique marketable skills,
➤The transferable skills that you enjoy using most,
➤Your most prominent personality traits, and
➤The working conditions and people environments you most
value.
T o do this on your own, read Claiming Your Place at the Fire: Liv-
ing the Second Half of Your Life on Purpose, by Richard J. Leider and
David A. Shapiro (San Francisco: Berrett-Koehler Publishers, 2004).
The following web sites also have tools you can use to help discover
your purpose:
➤Stephen Covey’s 7 Habits of Highly of Effective People (New
York: Free Press, 2004), Mission builder tool www.franklincovey.com/missionbuilder/index.html.
➤The Inventure Group at www.inventuregroup.com.

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
36➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
➤Mistake 2: Procrastination
I had a colleague 20 years ago who lived to reorganize his ofﬁce. He
had the most meticulous desk and working area I have ever seen. Hewould do anything to avoid making marketing calls. Daily he would
regale his colleagues with the elaborate tracking systems he built to
log how many people he interviewed. I felt totally inferior becausemy ofﬁce was a living, breathing disaster. It was only after I left to
start out on my own that I discovered that during the time I billed
$758,000, he billed $5,000. You need to be able to ﬁnd your ﬁles, but
don’t let that block ﬁnding your dream job. There is a huge differencebetween activity and results— $753,000 if my math is correct.
The Solution
Admit you are terriﬁed at the prospect of failure. Most people live
in constant fear that someone else is going to ﬁnd out that they are
not really as good as they say they are, so you are in good company.
It is all in your head—literally; fear of failure and fear of rejectioncause many people to build the perfect resume or cover letter over
and over and over again—but never send it. You have to complete
the process by putting the resume in the mail and following up bytelephone. The sooner you start, the sooner you will ﬁnish. Recognize
that activity still matters, as long as it is the right activity that moves
you closer to your goals. Here are a few truisms to keep in mind if youare procrastinating:
➤You were hired for your last job without a perfect resume.
➤If you increase the quality (targeting of employers) and the
quantity (sending resumes and calling to book interviews), youwill experience explosive results.
➤25 million people change jobs in the United States every year,
which represents:
—68,681 successful job hunters every day
—2,861 per hour
—47.6 every second
That means that 364 days per year, while you are poring over the
latest revisions to your resume, thousands of lesser qualiﬁed people
are getting hired.
For years, I thought that there must be some magic words other
recruiters were using to pull their deals together. I read dozens of bookson sales techniques that all offered similar advice: if you enlarge your
funnel, you will increase your results.

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
Personal Branding Guerrilla Style ➤37
➤Mistake 3: Relying on Others Too Much
Job hunting is a do-it-yourself activity. There is just no way around it.
Unlike baseball, you can’t substitute a pinch hitter, yet many peoplerely exclusively on personnel agencies and executive search ﬁrms.
This “let-the-other-guy-do-it” approach puts the burden of responsibil-
ity on others who, in most cases, neither know you nor care aboutyour future.
The Solution
You need to develop your battle plan for approaching employers. You
need to choose your target companies and coordinate your approachpersonally. You don’t get to send in troops. You’re it. You need to be
on top of all the details of your job search, personally, every minute.
Nothing less than your total commitment to your own success will do.Your campaign should include a cross section of weapons and tactics,
including:
➤Networking
➤T argeted marketing
➤Newspaper classiﬁeds
➤Job boards
➤Newsgroups
➤Third-party recruiters
➤Mistake 4: Lack of Preparation
There is nothing worse than a candidate who comes to an interviewunprepared. Job hunters who haven’t taken the time to research the
company appear more interested in themselves than in the challengesof the job. I have seen many people disintegrate before my eyes when
a client has asked a question as simple as, “So besides what David has
provided to you, what do you know about our company?”
The Solution
Look at the hiring process from the other side of the desk—from the
employer’s perspective. Employers want to know that you’ve gone out
and looked at their industry and understand where they’re going. Re-search, research, research—and then match your experience to their
needs. Ask yourself, “What do they need a new hire to provide for
them?” Then practice answering typical questions like, “Why should

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
38➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
we hire you?” with answers that show how your skills and experience
will solve their problems.
➤Summary
As a guerrilla job hunter, you now know what you need to avoid doing.
The solutions involve common sense and are easy to implement, so
don’t procrastinate.
șTHE MOST POWERFUL WAY TO CHANGE
YOUR RESULTS
When you realize that the basic aim of every company is to stay in
business, you can begin to position yourself as a solution to their
need to create and serve the customers who keep them in business,
instead of focusing on your need for a job. Most people understand
this intellectually but fail to act on it because on the surface it seems
too simple an explanation.
“Solution selling” is in vogue all across the United States for a very
good reason—it works. In solution selling, you begin by understand-ing your customer’s business and therefore the need for your productto create a solution. You emphasize the beneﬁts that the buyer needs.
You know what the buyer needs because you have researched the com-
pany to discover its “pain points.”
When salespeople focus on solution selling, they increase the
value of their products and services because their product is notviewed as just another list of features like those of every competi-tor. As a job hunter, you increase your value exponentially when you
focus on the employer’s needs.
For example, 2 equally qualiﬁed accountants apply for a job in
the accounting department of a growing company. Job hunter A re-searches the company and discovers the company plans to do an
initial public offering. In his cover letter and resume, he emphasizeshis experience with publicly traded companies. Job hunter B, who is
equally qualiﬁed, sends in a standard cover letter and resume.
Job hunter A gets the call, and in the interview discusses the
company’s needs against the backdrop of his experience. The results
are predictable—job hunter A gets hired and job hunter B is nevereven considered.
Job hunting can actually be that simple, yet all too many job
hunters, even those adept at marketing, focus on their needs and not

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
Personal Branding Guerrilla Style ➤39
the employer’s. Think about what you have to offer the company in
light of its ability to serve its customers and grow.
șTHE THREE RS OF SUCCESSFUL JOB HUNTING
In grade school, we learned the Three Rs—Reading, wRriting, and
aRithmetic. Those were our most important lessons [okay, so I’m dat-ing myself here]. For job hunters, Research, Relevancy, and Resiliency
will result in an interview.
➤Research
As a job hunter, you need to research and determine:
➤Which are your marketable skills?
➤Which industries/companies should you target that use those
skills?
➤What are the speciﬁc needs of each company in your target
market?➤Who is in a position to hire you in those companies?
➤What is the best way to approach them?
Your research will determine the way you approach people. We
talk more about research later in the book.
➤Relevancy
Your offer (skills) must ﬁt their needs. It has to solve the employer’s
issues, not yours. It is not about you. At the core, employers only want
to know 3 things about you:
1.Can you make me money?
2.Can you save me money?
3.Can you increase our efﬁciencies?
As global competitiveness increases, employers will be looking
for all three. Later in the book, we show you how to express yourrelevancy—value—to an employer.

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
40➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
➤Resiliency
Resiliency is the ability to spring back from disappointment and keep
moving forward. This is the quality that keeps guerrillas focused ontheir goals and driving forward. Adopt a positive mindset no matter
what. Guerrillas always look for the positives even when people and
events are clearly indicating they should not.
AW A RS T O R Y
MarkJ.Haluska
Gary Smith [not his real name] is a highly skilled jack-of-all-trades
when it comes to residential carpentry and construction. Some years
back when interest rates went through the roof, the result was a se-vere slowdown in new home building. As a result, Gary was laid oﬀ.
Being the proud person that he is, he refused to accept unemploy-
ment compensation. Besides, it never covers the bills. Gary decidedto take the matter into his own hands in an unusual way.
Gary started driving around to all the area building supply com-
panies to ﬁnd out where any new home construction sites might belocated. This piece of detective work quickly provided him with sev-
eral places to target. That very day, he found one that seemed to
have plenty of work in progress. So the next morning by 7
AM,h ej u s t
showed up at the work site, coﬀee thermos and lunch pail in hand,and a tool belt on his waist.
As the crew started to work, Gary decided he would just help
himself to being useful. He began the morning by oﬀering to helpthe crew unload the morning delivery trucks. When that was done, he

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
Personal Branding Guerrilla Style ➤41
started to help haul shingles up on the roof and then proceeded to
nail shingles.
During the ﬁrst coﬀee break, Gary asked one of the people he was
so generously helping, “Where’s the boss?” To which he received thereply, “The boss never shows up before 11
AM.”
When coﬀee break was over, Gary crawled back up on the roof
and started nailing more shingles. The crew boss ﬁnally showed upand after about 2 hours, ﬁnally asked Gary, “Who are you?” To which
Gary replied, “My name is Gary Smith, and I am a carpenter. I thoughtmaybe you could use some help around here.” The boss responded,
“Gary, we’re not hiring right now, so give me your number and if I
need help I’ll call you.”
Now Gary being a guerrilla said, “What the heck, the day is more
than half over, I had nothing planned for the day so let me just ﬁnishout the shift at no cost to you, and when we’re done for the day, justlet me know how I did.”
The construction site boss said, “Hey, it’s your nickel, but I never
agreed to pay you.”
The shift over, Gary asked how he did and the boss said, “You did
a good job. I see that you are a steady worker, so just leave me yourphone number and I’ll call if I ever need you.”
Now most people would simply leave it at that and wait for the
phone to ring …but not Gary!
The next day he showed up at 7
AMagain with his tools, thermos,
and lunch pail in hand. He worked for 4 hours, then the site bossshowed up but did not notice Gary up on a roof until the noon lunchbreak. The site boss said, “Gary, I told you yesterday I did not need
help right now, but I would call you if and when I do; you really need
to pack your things and go home.”
Now Gary kicked it up a step and said to the foreman, “I know,
it’s just that I started this roof yesterday, and I just want to see theroof ﬁnished. It’ll be fully installed by the end of today’s shift. I justdon’t like to leave any project undone.”
The boss walked away mumbling to Gary that he was not getting
paid; he had not been oﬀered a job and if he wanted to work for freehe was foolish, but this would be the last time, “Go ahead, but don’t
be here tomorrow.”
At 7
AMthe next morning, Gary arrived at the job site, jumped
right in, and started the whole process over. This particular day, the
boss did not show up at all and Gary proceeded to work the wholeshift, for no pay.
Day 4. Same routine for Gary, but this time the boss showed up at
11
AMas usual. He immediately spotted Gary working away and called

P1: OTA/XYZ P2: ABC
c02 JWBT105-Levinson April 24, 2009 15:17 Printer Name: Courier Westford, Westford, MA
42➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
him down oﬀ the roof. He said in a somewhat loud manner, “I thought
I told you I would call if I needed you, now go home.”
Gary was ready for it and went for all the marbles. He responded
to the foreman, “I’ve been here four days now. I have proven to youand your crew I am a Class A carpenter. I am unemployed right now
with nothing else to do, so since you don’t get here until 11
AMeach
day, I am going to be here at 7 AMand stay here until you throw me
oﬀ the work site.”
At this point, the foreman threw in the towel, wrote down an ad-
dress, and told Gary, “Go to this address, this is our home oﬃce. Fill
out the paperwork and be here tomorrow at 7 AMready to work.” Gary
is still with the construction company. Today, he is a foreman.
Let me qualify the preceding story by noting that it occurred
before liability insurance, workmen’s comp, and federal illegal alien
hiring laws. These would have forced the foreman to dismiss Garyimmediately. I wouldn’t try this one in today’s litigious economy.
Compliments of Mark J. Haluska, executive director, Real Time NetWork,
www.rtnetwork.net.

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
3Chapter
Your Guerrilla Job-Hunting
Strategy
Think Like a General—Work
Like a Sergeant
The general who wins a battle makes many calculations in his temple before
the battle is fought. The general who loses a battle makes but few calculations
beforehand. Thus do many calculations lead to victory and few calculations
to defeat: how much more no calculation at all! It is by attention to this point
that I can foresee who is likely to win or lose.
—SUNTZU,The Art of War
Unlike the one-size-ﬁts-all strategies in most job-hunting books, the
balanced approach in Guerrilla Marketing for Job Hunters 2.0 blends
the best of networking, target marketing, warm-calling, and publicrelations into a cohesive framework for success. Strategy underpinsevery suggestion in this book.
Networking is not always the answer: neither are direct market-
ing and job boards. Instead, consider combining several tactics withthe correct weapons to create a force multiplier effect. It can lead to
victory—your dream job. This section shows you how to think like a
general, plan your strategy, marshal your resources, and then how towork like a sergeant and execute that strategy.
43

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
44➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
șWHY YOU NEED A PERSONAL
MARKETING STRATEGY
As Sun Tzu said 2,500 years ago, “many calculations lead to victory and
few calculations to defeat.” Before you begin job hunting, you need tocraft a personal marketing strategy that will guide your efforts. This
game plan includes the details about whom you will approach, how
you will approach them, and what weapons you will need to use.
As a professional recruiter, I know ﬁrsthand that all employers
have a salary range they like to work within for every position. Oncethe most suitable candidate is found, it is my job to negotiate a deal
that is acceptable for both parties. In nearly all cases, the difference
between the lower and the upper end is $20,000—and I am not talking
about executive level candidates here. I am referring to midlevel man-
agers where the salary band can run from $30,000 to $50,000 per year.
Your marketing strategy will determine not only whether you get
an interview, but also where you ﬁt in that range. If you market yourskills as a commodity, you’ll be lucky to even land the job, and you will
be paid at the bottom end. However, if you market and present yourselfas a “you-can’t-do-without-me” solution to the employer, you will start
near the top or more. Over the course of your lifetime earnings, this
can easily amount to an extra $800,000 to $1 million in salary.
There are hundreds of books that explain how to sell yourself in
an interview, but you need to get the interview ﬁrst. T o do that, you
need to understand what employers are seeking in a candidate.
Being great at your job is not enough anymore. People have to
know you are one of the best if you want to advance in your cho-sen profession. As technology continues to shrink trade barriers and
offshore competition increases, North American employers will have
more options, and there are likely to be many other candidates whoare just as good as you.
The bar for job hunters was raised during the last recession. In-
deed, many companies will opt to make no decision rather than riskmaking a poor hire.
șSKILLS EMPLOYERS BUY
You need to position yourself in a different way. You need to emphasize
those qualities that will let you leapfrog over other competitors. The
following qualities will land you at the front of the hiring line:
➤Leadership skills
➤Communication skills

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
Your Guerrilla Job-Hunting Strategy ➤45
➤Bias toward action
➤Passion
➤Cultural compatibility
➤Leadership Skills
At every level of organizations, employers are hiring leaders who can
galvanize talented people toward ambitious goals and motivate themto succeed. Employers today don’t need another “team player.” T eam
players are often afraid to voice their opinions. Who wants another
hanger-on? Every company in the United States is battling the clockto stay in business, increase market share, and meet the demands
of their shareholders. In this environment, you must convince an
employer that you will have a positive inﬂuence on their ability towin and that you are an integral part of their solution. If you can’t
communicate your personal commitment and drive through your
words and actions in the interview, you won’t be their ﬁrst choice. Be
a team leader instead.
➤Communication Skills
Your ability to communicate a clear vision for your group must be far
above average. Unclear writing and lumbering speaking skills rarely
indicate sharp thinking, whereas clarity and concise expression are
favorable signs. Slang expressions may work well on the factory ﬂoorbut they will not impress customers or your prospective boss. Employ-
ers hire articulate candidates before all others. People don’t have the
time to interpret what they think you said. More and more, compa-
nies are requesting that candidates prepare presentations and deliver
them in front of the hiring board. This is especially true in sales andmarketing roles, but it also extends down to line positions on the
shop ﬂoor.
➤A Bias toward Action
Because companies are hiring fewer but better qualiﬁed people, they
are pushing decision-making authority down the chain of command.
T oday, a manager may need to make a decision that a few years agomight have been approved by a management committee. So no matter
what level of employment you are seeking, do not be afraid to ask the
hard questions and make tough decisions. You must demonstrate yourability to take action with limited or imperfect information.

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
46➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
➤Passion
Clients often ask me to ﬁnd someone with “ﬁre in their belly”—that is,
employer speak for passion. Employers know that many employeescoast through life preferring to be safe rather than sorry in their
career. I have had the great fortune to work with brilliant technical
people who are also passionate about what they do and want to leavetheir mark on the world. They challenge others to stretch and open
their minds to new possibilities. Passionate workers envision what
is possible, not just what is. They have a zest for life and a sense of
urgency that infects everyone around them. Show an employer that
you have that spark and they will hire you over more experiencedcandidates any day!
➤Cultural Compatibility
By the year 2010, the cumulative codiﬁed knowledge of the world will
double every 11 hours. What you go to bed knowing at night will be
outdated by daybreak. Shelf life for knowledge is the same as that
for a banana. T o succeed today, a company’s employees must shareknowledge freely, a concept that is foreign to most organizations,
where people hoard knowledge to safeguard their jobs.
In the upcoming book, Building Organizations That Leap T all Build-
ings in a Single Bound (Ottawa, ON: T otem Hill), Ron Wiens, Ken Sud-
day, and I focus on how to build a corporate culture that produces a
winning bottom line by focusing on the organization’s RelationshipIntelligence (RI). The authors explain that the ability of employees
to trust is a measure of the organization’s RI. Companies with high
RI will succeed because they can build new knowledge and thereforenew products and wealth on a constant basis. In contrast, companies
that have low RI and hoard their knowledge will fail.
As a job hunter, you cannot risk being viewed as “political” or as
“playing games.” Managers who play politics have a devastating im-pact on their organization regardless of their personal performance.
The winning companies are the ones whose players play for the goodof the whole. They know how to ﬁght and disagree with each other but
they do so not for personal gain but for corporate gain. The paradox
is that managers who play this way end up with the fattest personal
bottom line.
That is just the beginning of what is expected. Particular qualities
and attributes dominate each hiring level, and you need to be awareof the different interests that govern each. We go into greater detail in
Chapter 12, when we discuss face-to-face interviews.

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
Your Guerrilla Job-Hunting Strategy ➤47
șTHE HIDDEN JOB MARKET AND WHY IT IS HIDING
Okay, so it is a misnomer. The hidden job market isn’t really hidden.
It is just not in plain sight. It is called the hidden job market because
of the way jobs are created and ﬁlled.
Most jobs are created in a company in one of 3 ways:
1.The company is growing.
2.Someone quits, leaving a vacancy.
3.Someone is being replaced, and the employer does not want
the employees to know about it.
When the company is growing, the owner, president, or someone
else may know they need to make a new hire, but they haven’t initiatedany measures to ﬁnd someone. They may not have had the time. They
may not quite have the budget. They may not want to go through the
hassle of advertising and interviewing. So while the need is real, the
job itself remains hidden in the hiring manager’s head.
When someone quits, managers will ﬁrst consider eliminating
the job. If that is not feasible, they will look inside their organiza-tion to see if there is an employee they can promote into the role.
If they can’t ﬁnd anyone, they’ll likely ask their coworkers for refer-rals. If that doesn’t work, depending on the size of the company, they
may run an ad through HR, or hire a headhunter. They may even
run it on a job board or in the newspaper as a “company conﬁden-tial” box ad. Companies will contact a headhunter when secrecy is
required because the recruiter can conduct a search without anyone
ever knowing.
In all cases, the job remains hidden to the outside world for weeks
if not months; hence the term hidden job market. The only successfulway to access this market is to reach the hiring managers before theyopt to go the advertising or HR route. The bulk of this book revolves
around creative and effective ways to reach hiring managers who are
just waiting to hear from you.
The hidden job market is your private laboratory to test out the
best methods for ﬁnding your dream job.
➤Cracking the Hidden Job Market
For most people, the Internet is a mess. It suffers from too much infor-
mation and too little structure. Most people looking for a job online
quickly get overwhelmed with the quantity of responses from a search

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
48➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
engine. Headhunters use the following types of Internet searches to
ﬁnd new job openings, and you can do the same thing:
➤T arget competitors.
➤Obtain referrals from associations.
➤Conduct Internet searches.
Here is how to reverse-engineer what recruiters do, so that you
can target your next employer.
Target Competitors
The easiest place for a recruiter to sell your skills is to a direct
competitor or at least someone who is in your industry. Go towww.hoovers.com. Enter the name of the company and hit the “cap-
sule tab.” This will give you a snapshot not only of the company but
also of its competitors. You can play the competitor’s competitorsgame all day at Hoover’s and never ﬁnish. Go in looking for what you
need and don’t waste your time playing with the technology. This is
a very rich resource.
There are 2 other key organizations you can also try: www.edgar-
online.com and www.herring.com.
Obtain Referrals from Associations
The next best way to research an industry is through its associations.
The best site to ﬁnd the association most related to your interests isthe American Society of Association Executives: www.asaenet.org. All
I can say about this site is wow! I recently visited it so I could e-mail
a colleague in New York a place to start her search for an accounting
job. I did a keyword search on “accounting” that brought back 244
hits. By reﬁning it to just include those in the state of New York, Ireceived 15 hits that ranged from American Association of Hispanic
Certiﬁed Public Accountants to the Society of Insurance Accountants.
Clicking on Society of Insurance Accountants gave me their addressand phone number. The site runs the gambit from “Accounting” to
“Youth organizations” and represents more than 300 industries. It is a
great place to start.
Conduct Internet Searches
By far the best way to discover new opportunities is by doing struc-tured search engine queries. And it is fairly easy to do. Here is how
to do targeted research to ﬁnd companies and the people who can
hire you.

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
Your Guerrilla Job-Hunting Strategy ➤49
Develop a Target List of Companies
Here is an example using Google.com to search for work in advertising
in New York:
➤When you do targeted research, generally you concentrate on
an industry or a geographic preference (in this example, New York
City). Use whatever city you like.
➤We need to ﬁnd the names of all the advertising companies
in New York. There are easy ways to do this using the Internet. Go
to www.google.com and type the following words in the advancedoption in Google: advertising, new york, directory, conference.
You are instructing Google to search for a directory of advertising
ﬁrms in New York or a conference on advertising held in NewYork. We want this information to obtain leads to companies.
Your text needs to be ﬁlled in as shown in Figure 3.1.
The results returned when you hit the search button will be similar
to those shown in Figure 3.2.
At the time I did this search, the ﬁrst result was for a conference
held in New York for the advertising industry. The next 2 hits are both
for directories of advertising companies in New York, complete with
Web addresses, phone numbers, proﬁles, and more.
Find People Who Can Hire You
Once you have a target list of companies, you need to ﬁnd out thenames of the people who can actually hire you. Go to each com-pany’s web site and gather names. If you are lucky, every web site will
provide the complete identiﬁcation of all their senior executives, in-
cluding names and sometimes e-mail, too. Web information should be
Figure 3.1 Google advanced.

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
50➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
Figure 3.2 Google target directories.
up-to-the-minute accurate, but if you have any doubts, make a phone
call to conﬁrm it.
Once you have the name of the individual who is one rung up the
ladder from the job you want, you need to process the name throughGoogle again. This time you put the ﬁrst and last name in the ﬁrst
box and the company name in the third box. This will produce a list
of press releases and news articles in which that person is mentioned,as well as conferences he or she has attended. Read an article or two
and clip something memorable, so that when you send a letter, you
will be able to say, “I read your article in …about …which prompted
me to write.” Very powerful.
GUERRILLA TIPS
➤If you get too many search results, here are ways to nar-
row your search.
➤If it is outside the geographic area you are interested
in, try putting in area codes instead of cities to localize the
results. Area codes are a more exact means of honing in on
a city.

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
Your Guerrilla Job-Hunting Strategy ➤51
➤New York City consists of several boroughs, so if you do
a 212 area code you will not pick them all up: you will need
to search on 718, 917, and 347 to cover the whole city. Ifyou were to just do a city search for New York, you would
probably miss 75 percent of all the jobs.
If you used Google, your computer screen would look like
the one shown here:
șOTHER SOURCES OF INFORMATION
Other sources of information on who can hire you can be obtained
by referring to annual reports, 10(K) reports, and proxy statements.
You can look up the phone numbers in Standard & Poors or anotherlarge general directory, or call toll free information (800-555-1212).
Annual reports provide valuable organizational information, division
and subsidiary data, locations, names, titles, revenues, numbers of em-ployees, discussions about strategy and growth plans, and sometimes
even photos of employees.
10(K) reports are required by law to disclose names and titles of
senior management, each executive’s number of years with the com-pany and a career summary, and his or her age. Age is relevant because
shareholders have a right to know when key managers might be ap-proaching retirement, which could materially affect the performance
of the company. These reports often provide plant locations and de-
ﬁne a company’s lines of business. They must also state if anything
could adversely affect the company’s performance or stock price, such
as a major lawsuit or pending environmental expenses.
Proxy statements are required to disclose the compensation paid
to the 4 highest paid executives. Proxies also provide detailed back-ground information on the board of directors. You can obtain hard

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
52➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
copy of the annual report, 10(K) report, and proxy statement free
by calling the company. Most companies post these reports on their
web sites.
➤How to Have Fresh Leads Delivered to Your Inbox Daily
You can subscribe to a vast number of free services that will bring in-
formation straight to your desktop. JustSell.com, for example, delivers
a list of newly funded companies complete with the contact numbersfor their executives. Nearly every newspaper available on the Web has
a News Alert function. Subscribe to as many as you need to cover your
interests:
➤www.privateequityweek.com
➤www.eetimes.com
➤www.professional.venturewire.com
GUERRILLA INTELLIGENCE
How to Find the Best Jobs from the Hidden Job Market
Simon Stapleton
The best jobs aren’t advertised in the newspaper or on the Web.Much like real estate, the best of the bunch are snapped up before
they ever hit advertisements. If you scour job ad sites or the
back pages of a paper, then you’re really looking at the jobs thetop people don’t want. You’re not in the domain of mediocrity,
are you?
The truth is that the best jobs are created or shaped to cap-
italize on talent that has emerged from the labor pool, that is,
you. These jobs didn’t exist before a potential employer knew
you existed because top jobs are created for unique people.
The art of searching the hidden job market is to have high-
impact self-marketing, providing proof and authority of yourclaims, making connections within organizations, working on
your relationships, and then tapping these connections to seek
job opportunities. How?
It starts with ﬁrst knowing which organizations and depart-
ments you want to work in. So draw up your list.

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
Your Guerrilla Job-Hunting Strategy ➤53
Then you need to create an in-your-face, hard-to-resist pro-
ﬁle. This is your primary sales tool. It’s unthinkable nowadays
to consider anything but a “social proﬁle” using Web 2.0 tech-
nologies such as the ubiquitous LinkedIn, which is the best of
the bunch for this kind of search because it’s primarily for busi-ness use. Build up your proﬁle to capture your personal and ca-
reer achievements, and you should especially emphasize your
uniqueness.
The next step is to market to your potential employers by
building relationships and joining groups associated with theirorganization. Introduce yourself and ask others what it is like
working in their organization. Demonstrate curiosity in the or-
ganization’s brand, culture, and values. Enter discussions andanswer questions placed by its workers, to the best of your abil-
ity. Avoid going for the jugular and asking for work—that will
come! Spend time building up your relationships and adjustyour proﬁle accordingly.
Once you’ve built quality relationships, it’s time to decide
which connections could become a potential sponsor in eachorganization. These folks will introduce you to managers in
the departments you’re targeting. Spend time working on these
people and engage in conversations on subjects of mutual in-terest until you’ve hooked them in. You’ll know when this has
happened because they will begin to ask you questions about
your current employment situation and about your future; younow have a sponsor. Remember, keep your proﬁle adjusted
appropriately.
Then, go all out on using these sponsors to push into your
target department by using LinkedIn to ask for introductions to
the hiring managers in it. Be charming, be direct, but don’t bepushy.
Once you’ve been introduced, it’s time to work the charm
again and to build on these relationships that will bear the fruitof opportunity. Your proﬁle, by this stage, should be well stocked
with your unique skills and experience as well as credible points
of reference and a history of engagement with employees inyour target organizations; your self-marketing has the highest
impact at this stage. Maintaining these relationships, and those
with sponsors, is worth every second. At some point, an opening
(continued)

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
54➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
will arise or be created for you—and you’ll be ﬁrst in line. Like
this whole method, the key is to be persistent, but not pushy. Thisisn’t an overnight process, so you will need to keep working at
it, but believe me this will pay off!
Last thought: the tools are there online, and free to use. But
they become most effective when you have a process and struc-ture to work with. By applying a bit of this know-how, you’ll
avoid the dross and get ﬁrst sight of the very best jobs even be-fore they exist.
Simon Stapleton is a leader and innovator in Information T echnology, and he
has made it his mission to help emerging IT leaders with their personal andcareer development. His blog is www.simonstapleton.com. He can be reachedat simon@simonstapleton.com.
șSTRATEGIC TWISTS ON TRADITIONAL STRATEGIES
Most people use a few traditional strategies including:
➤Newspaper ads
➤Job boards
➤Newsgroups
Although you shouldn’t ignore these avenues completely, you
should think of them as passive ways to ﬁnd a job because they don’t
require a lot of work. The following tips will put you ahead of your
competitors and at least double your odds of success.
➤Newspaper Ads
The major daily newspapers are still a rich source of job openings
and not just in the classiﬁed section. Careerbuilder.com is a product
of Knight Ridder and the Tribune Company, which combined repre-
sent more than 130 newspapers. Careerbuilder is the vehicle I suggest
my clients use because it has both national and local pull through the
newspapers. Most major papers have their own online classiﬁed sec-tion in which jobs are archived. Go back through the online archives
30 to 60 days because many jobs are not ﬁlled the ﬁrst time they are
advertised:

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
Your Guerrilla Job-Hunting Strategy ➤55
➤Post your resume if the site allows and enroll for the online
classiﬁeds Job Alert program, which notiﬁes you of matches with
your background.
➤Always check the classiﬁeds. Display ads, or the “Career Sec-
tion” as it is commonly referred to, are very expensive, as much
as 100 times more costly than the classiﬁed “word ads.” Small- andmedium-size companies use the classiﬁed section.
➤Business journals are full of decision makers. T o ﬁnd
the one in your city: www.bizjournalsdirectory.com or
www.bizjournals.com.
➤Review the “appointments” or “onward and upward” column
for the names of recently promoted or appointed executives. Send
them your resume.
➤Find out where the recently hired people came from because
their old company may now be in the middle of a search that is a
perfect ﬁt for you.
Most importantly, read the business and city sections to see what
is going on in your town. Which companies are growing or announc-
ing new products? They may be prime candidates for your skills. Years
ago when I ﬁrst got into the headhunting business, I was trained like
every other recruiter in how to troll for leads. I read the classiﬁedsevery day and called the companies to see if I could help. My pitch
was, “I have candidates who exactly ﬁt your requirements,” along with
a bunch of other lame openers, and then I tried to overcome theirobjections to paying me to replicate their efforts …with disappoint-
ing but predictable results.
I soon realized that by the time an employer advertised a posi-
tion, it was too late to try to sell my services. I would be competing
with their newspaper ad and dozens of other recruiters to ﬁll that
slot, and frankly I wasn’t that good of a salesperson. I needed analternative—fast! Sometimes you have to be careful what you wish for.
Quite accidentally, I read an article about a new ofﬁce building
being built. Still wet behind the ears and not realizing I was supposedto wait until they called us, I phoned the general manager and asked
him if we could have coffee and talk about his project. The next day
we spent most of the morning talking about the hurdles he faced in
getting a team of construction guys together in time to complete the
project. I volunteered to help and left with my ﬁrst job order in hand.I knew nothing about construction, so I started calling my friends
to see if any of them knew anyone in the construction business who
would have coffee with me.

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
56➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
I found a guy who tutored me in the intricacies of hiring a con-
struction manager: what to look for and where to look. I ﬁnished
that project and was quickly hired to do 7 more. They put me on re-tainer, gave me a company credit card, and offered me access to the
company jet.
All-in-all, I hired 37 people in 4 cities and never ran a newspaper
ad—not once! Yet, I found the lead in the newspaper. So read betweenthe lines of the business section and don’t hesitate to call the president
of a company you read about; he or she may be facing the same chal-lenge as my ﬁrst client. T o this day, I still ﬁnd the bulk of my projects
by reading the business section, and I have little competition from
other recruiters who are still getting their leads the old-fashioned way.
➤Job Boards
According to John Sumser, the president of Interbiz.com, a ﬁrm that
monitors the comings-and-goings in the electronic recruiting indus-
try, there are approximately 42,000 different job boards. So, where doyou start looking? First, there is no master list. Nor is there any way to
register at more than one board at a time. To make matters even more
interesting, Monsterboard, which at the time of my writing was thelargest, has approximately 75,000 customers. With more than 10 mil-
lion businesses in the United States, that means the industry leader
has less than a 1 percent market share (www.interbiznet.com).
Job boards do not share information with each other, so you need
to register with as many as you can ﬁnd time for. Only those compa-nies that pay a fee can post a job or review your resume. Some sites areso expensive they are only used by the Fortune 1000, so if you are look-
ing for a job in a small business, you are better off using niche boards.
Register yourself at all the top job boards and you will cover 2 per-
cent of the available jobs. The usual rule in marketing is that the top
20 percent of companies in an industry own 80 percent of the mar-ket. Not true here, obviously. You can ﬁnd niche job boards for your
industry by going to the Google search engine at www.google.com
and typing in the words: “job board” and your niche (e.g., “retail”“construction” “software”) and hitting the Google Search button. That
command in Google will bring you a list of job boards speciﬁc to your
industry. You can also ﬁnd niche job boards by function (e.g., sales oraccounting at www.theladders.com).
șMAKE TECHNOLOGY WORK FOR YOU
The past 5 years have seen an explosion in technology that makesyour job so much easier. T oday, get more information faster than

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
Your Guerrilla Job-Hunting Strategy ➤57
ever. Job aggregators, job alerts, news alerts are all readily available.
Uncover potential job leads at the job aggregators, which are spi-
der engines that go to all of the job boards (www.simplyhired.com,www.indeed.com, www.just-posted.com, www.jobster.com). If you
haven’t already done so, subscribe to them and sign up now. It’s free.
T o research newly available jobs from company web sites, try www.hound.com.
SimplyHired is the largest of the aggregators. Besides supplying
jobs directly to MySpace and Facebook, they have some amazing wid-gets and tools.
➤Job Widgets
You can add their MySpace Job Alerts to your MySpace homepage to see
the newest jobs daily. Likewise, their Workin’ It! application on Face-
book. Job Search Widget brings new jobs to your iGoogle homepage,
your blog, or your computer’s desktop. Mobile Jobs lets people on the
go access millions of jobs from the palm of your hand—literally!
➤Job Tools
You can save your search preferences and saved jobs in the My Jobs
tab. Set up your own e-mail alerts to send jobs when and where you
want. The RSS Feed sends the jobs you’re interested in to you in real
time, while the Local Jobs function lets you search by city block or
other region. You can check Salaries and Trends as well. There are
also numerous job-related Forums as well.
By taking advantage of these systems, you allow technology to
work for you, saving you valuable time and resources. Being a guer-
rilla is all about making the most of every minute. Put these ideas to
work today.
GUERRILLA TIPS
➤Look for positions that are 1 or 2 levels above yours;
they can give you clues to what is happening at a particular
company and may hint at other positions that will soon beﬁlled. When a company is looking for a new vice president
of marketing, you can almost guarantee the new hire will
realign the team he or she inherits. The same holds true for
sales and engineering.
➤Register at local job boards because most employers ad-
vertise and source candidates locally ﬁrst.

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
58➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
➤If you do not want to be bothered at home by recruiters,
you should list an e-mail address as your main point of con-
tact, preferably one you can cancel when you ﬁnd a job.
GUERRILLA INTELLIGENCE
How Best to Use Job Boards
Steven Rothberg
Job boards have been around almost since the dawn of the In-
ternet and became popular in the mid-1990s with the birth of
some of today’s biggest and best job boards. They’re wonderfultools for both job seekers and employers, yet like all tools they
can be dangerous in the hands of someone who misuses them.
The following tips will maximize your chances of ﬁnding a great
new job as quickly as possible.
Come, Use, Go Away
Although I’m the president and founder of job board CollegeRecruiter.com and therefore have a vested interest in getting job
seekers to use job boards, I also recognize that far too many job
seekers spend far too much time on job boards. No one can use
all or even most of them.
Just about every job seeker will be well served by using the
big 3 general boards (Careerbuilder, Monster, and HotJobs), 2or 3 niche boards that target your occupational ﬁeld or experi-
ence level, and 2 or 3 niche boards that target your geographicpreferences.
Once you ﬁnd the general and niche sites that best ﬁt your
interests, go to each of them, register, apply to all of the ad-vertised jobs for which you are qualiﬁed, and set up job match
agents (sometimes called alerts) and then go away and don’t
come back until you receive an e-mailed alert telling you a jobhas just been posted. You should spend at most one day on the
job boards and then at most an hour a week after that.
Keywords Matter When You Search
Virtually every job board allows candidates to search by a
combination of keywords and geographic parameters. Are you

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
Your Guerrilla Job-Hunting Strategy ➤59
actually looking for a retail sales position in Manhattan? Then
search using the keywords “retail sales” and the geographic pa-rameter “Manhattan.” Your results will be of much higher quality
because most of the potential matches you’ll see will actually be
of interest to you.
Keywords Also Matter When You Apply
The trick is to get your resume noticed by the employer when
they are reviewing resumes submitted for a job for which youare both qualiﬁed and interested. Rather than referring to your
previous experience just as an “Account Executive,” also include
the word “sales” if that’s what your function actually was. Ratherthan referring to yourself as a “Registered Nurse,” also include
the acronym “RN” because some employers will search one way
and others the other way.
Fraud Alert
Protect yourself by posting your resume anonymously at the job
boards that offer that option so that employers and fraudsterswho search the resume bank can’t see your name, e-mail, or
other contact information. Better yet, patronize the small num-
ber of major job boards like CollegeRecruiter.com that do notsell resume searching access to employers so as to better protect
the candidates who are using the sites.
Follow-Up
Keep track of the jobs to which you’ve applied. Follow up with
each and every employer. Give them 4 or 5 business days to
review your resume. Then e-mail or call using any contact in-formation included in the job posting. If there is no such infor-
mation in the ad, and there often isn’t, then go to the employer’s
web site and use the Contact Us or other such page to contact the
human resources ofﬁce. All you want to know at this stage is if
they received your resume and when they’ll likely review it. Bepolite but ﬁrm in getting that information. Any good employer
should be able and willing to communicate that to you. If they
tell you 5 business days, call or e-mail them back on the sixthbusiness day to ask for an update and the timing of the next
step. If they tell you that they’ll be setting up interviews in 10
business days, then call or e-mail them back on the eleventh day.
(continued)

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
60➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
Keep repeating the process until you’ve been hired or excluded
from consideration.
Steven Rothberg is the president and founder of CollegeRecruiter.com at
www.CollegeRecruiter.com, the leading job board for college students who are
searching for internships and recent graduates who are hunting for entry-leveljobs and other career opportunities.
➤Newsgroups
Newsgroups are my favorite way to ﬁnd candidates because they are
categorized by industry and specialization. There is literally a news-
group for every occupation and they are free, so everyone from the
Fortune 500 company to the corner store can use them. Yes, you canget a lot of crap, but the quality of jobs has been improving over the
years. Headhunters use newsgroups far more than job boards because
they are highly targeted, free, and used by the most astute guerrillas.
GUERRILLA TIPS
➤You need to check and recheck newsgroups every 24
hours because jobs only remain on the site for approximately
24 hours.
➤It is more efﬁcient to search for jobs than to post your
resume and wait for a call.➤There are far more jobs on the newsgroups than on job
boards.
GUERRILLA INTELLIGENCE
The “Shotgun Blast” Approach
Dave Mendoza
A weak personal branding strategy, an ineffective e-mail proto-
col, and a lack of online due diligence will often adversely affect
the quantity and quality of job leads and interviews.

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
Your Guerrilla Job-Hunting Strategy ➤61
The most common mistake of job seekers is the “shotgun
blast” approach. T oo often job seekers e-mail, mail, or call any-
one and everywhere without a strategy other than hoping the
law of averages will inevitably be in their favor. In an online
world, however, recruiters can sense desperation or lack of carein the approach of a job seeker that can just as easily call their
competence into question. For instance, if a sales candidate only
wants to work in Chicago, but e-mails a recruiter in Denver whoonly works in semiconductor engineering—it becomes readily
apparent the job seeker failed to take the time to perform mini-
mal due diligence. Likewise, an ambiguous e-mail subject header
such as “Does it make sense to chat?” without any context within
the correspondence and without a resume attachment, not tomention a lack of context as to how the job seeker assumed rel-
evance in the relationship, all at once suggests minimal regard
for a recruiter’s time. Recruiters are keenly aware that the mostadept job seekers are equally capable as they are of utilizing
online resources tools for efﬁcient introductions. Subsequently,
in cases where a job seeker shows a lack of proﬁciency withregards to online etiquette, or avoids the more efﬁcient means
of introduction, they instead inadvertently showcase their vul-
nerabilities. The job seeker has only effectively presentedweaknesses rather than strengths in the ever-important “ﬁrst
impression.”
It’s Not What You Know, It’s Who Knows You
The phrase “It’s not what you know, it’s who you know” is a
phrase we learn early in life. We are most keenly aware of it
when we submit our college applications and as we enter theworkforce. T oday, however, the emphasis of one’s effort in ef-
fective networking is commonly misplaced. Social and profes-
sional networking used to be deﬁned largely by power calls tofoster candidate generation. T oday, the emphasis is broader and
in tandem; the effective phone call references the online con-
nection as an introduction. Meaningful and sustainable net-
working relies on an emphasis of “knowledge transfer”—what
you learn—in your associations and likewise a “beneﬁt by as-sociation.” The personal brand of job seekers are optimized
best when they have developed an online presence that signiﬁes
(continued)

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
62➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
particular areas of expertise within their respective skill disci-
pline and within a certain industry. How a job seeker positionshimself within this realm is critical to attracting employers via
online search tools that can sort by industry, company, disci-
pline, and organization. The successful job seeker is always cog-nizant of the reﬁned and relevant mantra, “It’s Not What You
Know, It’s Who Knows You.”
Dave Mendoza is an award winning blogger, global speaker, and sourcing con-
sultant. A corporate partner to RecruitingBlogs.com, he is one of the top20 networkers worldwide on LinkedIn (www.linkedin.com/in/davemendoza/www.sixdegreesfromdave.com).
șPROMOTE YOURSELF
Many think answering newspaper ads and responding to post-
ings on the Internet constitute a solid job search strategy. Noth-
ing could be further from reality. In fact, you are likely to get
depressed and frustrated within days if you adopt this as yourmajor strategy. Guerrilla job hunters know that publicity—or self-
promotion—is the only tried-and-true means of landing your dream
job. Now is not the time to be shy. As we demonstrate in up-coming chapters, an active job-hunting campaign involves mak-
ing direct contact with employers and headhunters on a daily
basis.
Newspaper ads and Internet job postings should not be ignored,
but they are of limited value because everyone else is doing it. Guer-rillas venture upstream to get the prize ﬁsh. It requires a little more
effort, but they ﬁnd a ﬁshing hole that no one else has discov-
ered. Responding to newspapers is not a strategy; it is just anothertactic.
In my experience, responding to newspaper ads gives you a 1
in 1,000 chance of landing a job. It is not unusual for an Internetjob posting to attract 400 to 5,000 resumes. Do you like those odds?
And who does the prescreening—the corporate recruiters or human
resources department? Do you want them assessing your credentials?Still like your odds?

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
Your Guerrilla Job-Hunting Strategy ➤63
AW A RS T O R Y
Jim Reil
In the mid-1980s, my cousin Randy Smith graduated from the theater
program at the University of Victoria. He wanted to be a director, not
an actor. He directed a few small productions in Victoria but then
what? How could he start the kind of career he wanted?
In a newspaper, he read that the great American theater and
opera director Robert Wilson was staying at the Hotel Vancouver inVancouver, a ferry ride from Victoria. So Randy called the front deskand asked for Robert Wilson’s room. He was put through, and Robert
Wilson answered the phone. Randy said something like, “Mr. Wilson,
I just graduated from theater studies and I want to study with youbecause you are the greatest living director in the world. I will do any-
thing that needs doing so I can learn from you.” A pause. Then Wilson
said something like, “I’ve never got a call like this before. The answeris yes.”
A short time later, Randy was on his way ﬁrst to Italy and then
to Germany, where Wilson was directing. Everyone who knew Randywas astonished. He was a shy, quiet person. But he had a great pas-
sion for theater and knew that it was his vocation. He ended up in
senior management at the Vancouver Opera. His story will always bean inspiration to me.
Compliments of Jim Reil, jim@jimreil.com.

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
64➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
șLOGISTICS—BUILDING YOUR WAR ROOM
Next to knowing what kind of job you want, there is nothing more
important than being organized. You will need to compile research,
track your job leads, schedule calls, follow up your interview activities,
and send correspondence. While this may not sound like much, it is alot to keep track of, and if you misplace or lose information, it could
cost you your dream job.
Here is what I suggest. First, ﬁnd a space in your home where you
can be out of everybody else’s way—an area that you can get other
family members to agree is yours and yours alone. Having said that,I must add that the lack of space is no excuse for failure.
When I started looking for my second job, I was working full-time
50 to 70 hours per week. My workspace was the dining-room tablein my dinky little apartment—until my best friend needed a place
to stay. After he showed up, I put a ﬁling cabinet in the trunk of my
car with all my documents and resumes and a suitcase with 2 suits,4 shirts, and 2 matching ties. I landed 14 interviews and 13 offers in a
4-week period.
The Ultimate Collection of Absolute Must Have Free Job-Hunting
T ools—Download Them Now
➤Jibber Jobber: These days, no job is immune to cutbacks, down-
sizing, rightsizing, or off-shoring. Like a politician whose ﬁrst job
is to get reelected, your ﬁrst responsibility to yourself and your
future is to be continually looking for new opportunities. But
who has the time to track down job leads and still have a life?Now you do with Jibber Jobber. It lets you manage a serious job
search—while you focus on feeding your opportunity funnel. Very
Guerrilla (www.jibberjobber.com/signup.php).
➤Natsjobs.com: This is a must-have applet. Natsjobs.com
searches over 328,173 web sites, including corporate, government,
and major job boards in North America looking for unique jobs
that suit your parameters. It then e-mails them to you so you can
spend your time applying for jobs and not surﬁng the net looking.Think about it. Try to track 100 of your favorite companies. If you
spend just 3 minutes per company, that’s 5 hours a day—time you
should be spending in interviews, not surﬁng (www.natsjobs.com).
➤Google Local: Do you hate to commute? Want to relocate? If
where you work is as important as whom you work for, you can
limit your job search to a speciﬁc location. Google can help. Atlocal.google.com you can search for employers and businesses in
a speciﬁc area. Simply type in a business name or industry, as

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
Your Guerrilla Job-Hunting Strategy ➤65
well as your city (the more speciﬁc the better). Example: “adver-
tising agencies near Detroit, MI.” T ake this string complete with
the “” and put it into Google local. Always leave in the word “near”but play around with keywords and the city or address.
➤Message T ag: Everybody loves e-mail. It’s cheap, quick, and
easy. But how many times do you ﬁnd yourself wondering what
happened to that message? Should I call to see if they got it or
should I wait? You’ll never wonder again. Don’t let the technol-
ogy derail your job search one more minute (www.msgtag.com/download/).
➤Phrase Express: Filling in forms and/or remembering that
ideal phrase you used last week will never be a challenge again.
This free program can save you a lot of typing (www.phrase
express.com).
➤Google Docs: Ever need to change something in your resume at
the last minute, or wish you could show a recruiter or prospective
employer your portfolio? Google to the rescue again—this timewith Google Docs www.google.ca/intl/en/options/. Make your-
self 2 separate accounts, one for you to keep your private docu-
ments on and another which you allow employers or recruitersto view relevant material such as references, resume, transcripts,
and sample projects. You will be able to access your account from
the internet during your interview. You could show the employer
your portfolio on the employers computer screen.
➤News Search Engines: Keep on top of breaking news on your
desktop. News search engines automatically collect stories from
thousands of sites on the Internet. They then cluster the stories
and photos into an online magazine format. It is like having CNNright on your desktop, but you get to decide what you want to see.
The top news search engines are:
—Google News (news.google.com)
—Yahoo News (news.yahoo.com)
—Alta Vista News (www.altavista.com/news/)
—All the Web News (www.alltheweb.com)
—MSN News (msnbc.msn.com)
➤Google Alerts: Even more impressive for my money are Google
Alerts, a service available at www.google.com/alerts/. Essentially,
these are updates delivered by e-mail once a day based on in-
formation you tell Google to watch for. Use it like the job board
agents to establish daily feeds of the information you need. It’s a
fundamental tool and it’s free.

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
66➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
➤eVoice: Need a telephone number you can always rely on for
free? Want to have a number in a different city because you’re
moving and employers will screen you out if they think they haveto pay for your relocation? Want a phone your thoughtful children
or roommate can’t tie up? Then you need eVoice. Did I mention
it’ll deliver messages to your desktop (www.evoice.com)?
➤Grand Central: if you’re on the go and live on your cell, then
you need to check out www.grandcentral.com by Google. It’s your
one-stop solution as a guerrilla job hunter: voicemail, e-mail, anda whole lot more to your cell phone.
GUERRILLA INTELLIGENCE
Guerrilla Googling and the Job Hunter’s Dashboard
Amitai Givertz
Google’s search engine has become an indispensible tool foreveryone who spends any amount of time online. In the handsof a highly motivated operative, Google can be a job seeker’s
most powerful weapon.
When Google’s various products and services are integrated
for the single purpose of landing a job, that’s “Googling.”Using Gmail for sending off resumes; Google Docs for writing
cover letters; Google Calendar for rescheduling the latest
sorry-something-just-came-up-can-we-reschedule-the-interview-
for-next-week-speaking-too-fast-to-catch-my-number-click is atbest, ho-hum.
But when those same tools are applied for the sole purpose of
gaining a competitive advantage to ensure your job search goalsare attained, that’s “Guerrilla Googling.” What’s more, while
potentially quite dangerous, it’s also a lot of fun.
Your Job Hunter’s Dashboard
Guerrilla Googling is about replicating the enemies’ process and
systems to gather and monitor actionable intelligence so they
can be engaged on the battleground of your choosing. All thatis needed is a computer with Internet access and resolute deter-
mination.
A carefully chosen alias and password will give you access
to your Job Hunter’s Dashboard, a command-and-control cen-ter, if you will. And because Google is providing the platform,

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
Your Guerrilla Job-Hunting Strategy ➤67
conceivably you could conduct your job search in places as far
ﬂung as the Smokin’ Sadhu Cyber Caf ´e, Katmandu, or closer to
home in the Kansas City Library.
Here are the ﬁrst steps for getting your Dashboard up and
running:
1.Create a Google account. Because we will be using thisaccount for covert operations, choose an innocuous username that cannot be traced back to you.
2.Register for the following services: iGoogle, Gmail, GoogleReader, Google Docs, Notebook, T alk, and Google Sites.
Other products and services will be added later.
3.If you’ll be using a personal computer, you should also
download the Google T oolbar and Google Desktop.
4.While you’re at it, if you are not already using the Firefoxbrowser, you should be. Firefox has a number of very use-ful extensions that will enhance your experience. Gmail
Space, GMarks, Integrated Gmail, Google Date Keeper,
and other add-ons will give you signiﬁcantly improved
results.
Next, sign into iGoogle where you’ll see that everything
you’ll need to create a customizable homepage has beenprovided.
By conﬁguring the various gadgets that are publicly avail-
able with some of our own creation, an innocuous iGoogle
page can be transformed from something that’s cool to some-thing that is a mission-critical technology—your Job Hunter’s
Dashboard!
Armed with the same expertise as a top-notch recruiter, you
can now wreak havoc by doing things like inserting yourself inthe recruiting process before the recruiter even knows there is
an opening coming down the pike.
Of course, we haven’t discussed how to use Google Sites or
Google Base to make your online resume easier for recruiters toﬁnd or how to text a recruiter who rarely, if ever, gets a resumedelivered to his or her mobile.
We haven’t discussed how to use Google for a soup-to-
nuts direct marketing campaign or how to back up your most
(continued)

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
68➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
important ﬁles using your Gmail account. And we haven’t men-
tioned yet that, with the exception of $0.51 paperback, all of this
can be done without spending a dime.
Because all this and more can be achieved using a single
Google account, and a well-managed command-and-control cen-ter, I hope you’ll ﬁnd some reason to explore these possibilities
further.
Jump online and visit http:/ /jobhunters.g-recruiting.com
when you have a few minutes to spare. There you’ll ﬁnd a num-ber of easy-to-follow tutorials that will guide you through the
setup and conﬁguration of your dashboard. You’ll also ﬁnd short-
cuts and off-the-shelf gadgets that will save you time and effort
as you get started.
All of the things described here can be achieved using Google
products and services combined with a determination to get thejobyou really want.
Amitai Givertz is Principal, AMG Management Advisors. Fast becoming a cen-
tral theorist and practitioner in twenty-ﬁrst century online recruiting, Ami iswidely recognized for his active participation in the ongoing debate on how so-cial media, networking, and “2.0 values” can help advance the recruiting indus-try’s progress in a fast-evolving world. He is the editor of RecruitingBlogs.com,a contributing editor on Recruiting.com, and sits on the Advisory Board forKennedy Information’s Recruiting Trends. Ami is also a member of the HumanCapital Institute’s Expert Advisor Panel, Internet Recruiting 2.0. Reach him atwww.linkedin.com/in/amitai001.
șMANAGING YOUR SCHEDULE AND PLANNING
YOUR WORK
Looking at your job hunting as ﬂextime or a mini-vacation is a mis-
take. If you want to succeed, you need to stay disciplined. I have met
too many people who have said, “I’m going to take the summer off,”only to be scrambling before winter comes. Good for you if you can
do it, but while you are lounging by the pool, guerrilla job hunters
are taking opportunities away from you. My advice: take 2 weeks offafter you land your job.
Your full-time job is now looking for a job. Begin your day around
6:30 to 7:00
AM. That time of the morning, you will be free from
distractions and many executives will be in their ofﬁce waiting for

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
Your Guerrilla Job-Hunting Strategy ➤69
your call (I’m kidding). They will be in the ofﬁce trying to get a jump
on their day’s work, and you will be a nice distraction—after you
learn how to talk to these people (discussed in Chapter 9, FearlessWarm Calling). It is also a mental conditioning exercise.
When you’re job hunting, you need to maintain a regular day
schedule. You must start your day at the same time every morning.You also need to ﬁnish on schedule and walk away at night or you’ll
quickly go nuts. My suggestion has always been to start at 6:30
AM
working the phone and doing the related record keeping until 3 PM.
At 3 PM, you start planning your activities for the next day and take
any calls that come in from employers.
Balance your activity levels carefully. You need to plan your at-
tack, and be immersed in the minutiae of your campaign on a dailybasis. There is no point in ﬁring off a thousand resumes and not
following any of them up—because the follow-up is what gets youthe interview. Nor is it sensible to forsake uncovering new oppor-
tunities while you are interviewing because you may not land any
offers and then you will have to start from ground zero all over
again.
Your day should be organized around calling employers to ar-
range interviews, networking, researching new opportunities, talk-ing to headhunters, sending correspondence, and interviewing. T o
the best of your ability, you should establish a routine for your ac-tivities. You want to do high-stress things when your energy level
is at its highest, and call employers when they are most receptive
to a call.
If you wake up each day in a cold sweat, start your day by network-
ing with your friends because they are more likely to be pleasant thanwill a complete stranger. If you have a heart of stone, you can begincalling employers ﬁrst thing in the morning.
I have included an organizer in Appendix 1 for planning and
monitoring all the essential components of your job search. I suggestyou take it to your local photocopy center and have it copied onto an
11×17 sheet of paper. Keep this organizer on your desk:
1.Make the calls to employers to set up interviews ﬁrst thing inthe morning (6:00 to 8:00
AM). Employers will be easier to reach
and are likely to be in a good mood because they haven’t had
time to spoil their day yet. You are a solution to the problems
they had yesterday—a welcome distraction.
2.Next, move on to making networking calls to friends and asso-
ciates to whom you’ve sent your resume. Put your effort where

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
70➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
the results are going to appear ﬁrst. You also want to make
these calls ﬁrst thing in the day because generally you won’t
have been rejected by many people yet and your voice willproject enthusiasm (if you have already been rejected, it likely
wasn’t work related).
3.Call recruiters next. Recruiters block out 8:00 to 10:00
AMfor
marketing calls, so although you want to get them early in themorning, don’t interrupt those marketing calls …after all,
they could be marketing you.
4.Next, call those companies you identiﬁed yesterday as poten-
tials.
5.Last, make a list of companies for tomorrow and start research-
ing them on the web.
Some people think that getting an offer is the only indicator of
success in job hunting, but they are wrong. Job hunting is a process
with a beginning, middle, and end. If you nail the beginning andmiddle part early in the game, the end comes quickly.
șTHE GOLDEN SELLING HOUR(S)
If your calls are constantly being blocked by secretaries or recep-
tionists, change your tactics. The best times to reach an executive
are before 8:30 in the morning and after 5:30 PM.M o s ta r ea tt h e i r
desk early in the morning and leave late. Support staff generally only
work from 9:00 to 5:00. When in doubt, call the main number until
you don’t get a receptionist.
GUERRILLA INTELLIGENCE
Common Ground—Online Job Searching for Women
Alison Doyle
When it comes to job searching and building your career, whatyou have in common outside of your job can be just as beneﬁ-
cial, or even more so, than what you have in common when
it comes to your work, your career ﬁeld, and your businessconnections.

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
Your Guerrilla Job-Hunting Strategy ➤71
I have Facebook friends who started out being friends on
an e-mail list for working moms, back before Facebook existed.
We’re still in touch and those friends have helped boost my
career and I’ve helped them with job searching.
Some of my closest LinkedIn connections became so par-
tially because of job searching and career interests, but also be-cause of other things we have in common—dogs with one group,
politics with another, and our families with a third.
➤Discover your common ground. One thing women do well
is talk and it doesn’t have to be on the phone or in-person.
That dog connection has helped my book and my web site
gain attention in a nationally syndicated column and onthe Internet. How? The author and I became friends when
our e-mails went beyond business and we discovered we were
both “dog” people. A business relationship developed into astrong connection with someone who has helped my career
immensely.
➤Expand your network. Be open to accepting new connec-
tions and friends because you never know who might be able
to help you in the future—perhaps referring you to a job list
or providing a reference.
➤Join a group. When you join a LinkedIn or Facebook
group, you’ll be able to add even further to your network.
Join Facebook groups that have everything to do with what
you’re interested in outside of work, in addition to those
that are career focused. Again, you’ll have contacts that canassist when you need them.
➤T alk to your friends and contacts. Pay attention to what
your connections post. Add comments, share information,
answer questions, and offer to help (networking works both
ways—you get help and you provide assistance).
➤Share your situation. When you’re looking for a job and
you’re still employed, discreetly let your contacts know. Dis-
creetly is the important part. I know one person who mes-saged all her LinkedIn connections including her boss to let
them know she was job searching. Her boss wasn’t amused
and she ended up looking for a new job sooner rather than
(continued)

P1: OTA/XYZ P2: ABC
c03 JWBT105-Levinson April 24, 2009 15:14 Printer Name: Courier Westford, Westford, MA
72➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
later. Message your friends and contacts privately to let them
know. You’ll be able to get advice, tips, job leads, references,and everything you need to job search effectively. If you are
out of work, tell the world.
Alison Doyle is a job search and career expert with many years of experience in
human resources, career development, and job searching. She has covered jobsearching for About.com (jobsearch.about.com) since 1998.

P1: OTA/XYZ P2: ABC
c04 JWBT105-Levinson April 24, 2009 15:19 Printer Name: Courier Westford, Westford, MA
4Chapter
Your Research Plan
Research: The Guerrilla’s Competitive Edge
We will either ﬁnd a way, or make one.
—H ANNIBAL
Research is a guerrilla’s competitive edge. It is an integral part of your
job search. A company’s web site and corporate marketing materials
are designed to promote the best possible image; by learning a few
clever research skills, you will be able to uncover and assess informa-tion that ordinary job hunters won’t have. This information will help
you make informed career choices.
Most job hunters think that reading a company’s web site is all the
research they need to do before a job interview—but they are wrong.Guerrillas know that it is only a start. In fact, it is not even where
most guerrillas will start. When an interview is imminent, guerrillaswill visit the company’s web site and those of their chief competitors.
Then they Google the company for:
➤Articles
➤Personal and corporate blogs
➤Company newsletters
➤Industry newsletters
➤News clips
➤Speeches or keynote presentations
➤Membership in associations
➤Resumes of former employees
73

P1: OTA/XYZ P2: ABC
c04 JWBT105-Levinson April 24, 2009 15:19 Printer Name: Courier Westford, Westford, MA
74➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
The research skills discussed in this chapter enable you to fully
research any industry or company any time, anywhere, and show you
how to direct-source jobs like a headhunter. These 2 skills give you theinside track. You will be able to ﬁll your opportunity pipeline full of
jobs that other job hunters will never know exist.
șYOUR RESEARCH BUDGET
Time, not money, buys the best research. Most of the informationyou need is available free through your local library or online. There
certainly is a lot of information that you can buy, but usually these re-ports are summaries of information you can ﬁnd yourself with a little
digging if you know where to look. You won’t learn these techniques
anywhere else.
The basis for all good research starts with understanding what you
need to know. You want to understand the intricacies of the industriesthat interest you and how to best position yourself—not just into your
new job—but also into a succession of jobs that you can parlay into a
5-star career. T o accomplish this, do your research in 3 steps:
1.Identify which industries you want to, or are qualiﬁed to,work in.
2.Locate which companies in those industries are of interest.
3.Evaluate who has the authority in those companies to hire you.
➤Researching an Industry
T o select an industry to research, you need to know which industries
employ people with the skills you are marketing. Skills assessment
can be tricky if you don’t have access to a career counselor or careercoach. Don’t fret; the fastest, most effective way to determine which
industries use your skills is to visit America’s Career InfoNet online
at www.acinet.org.
Go to their home page. Click on 1 of 2 sections depending on where
you are starting your search: (1) Skills Proﬁler (if you are a new grador career changer), or (2) Industry Information (if you know whichindustries you want to explore).
Skills Proﬁler
If you need to get a better understanding of the industries that use
your skills because you are just starting your career or want to switch

P1: OTA/XYZ P2: ABC
c04 JWBT105-Levinson April 24, 2009 15:19 Printer Name: Courier Westford, Westford, MA
Your Research Plan ➤75
Figure 4.1 Industry sectors.
careers, start with the Skills Proﬁler. It has a menu-driven assess-
ment tool called “Skills Explorer” that will tell you, in about 5 min-utes, which occupations and industries employ your skills. This is
the most comprehensive tool of its kind on the Internet, and it is
free. Not only will this easy-to-use tool tell you which industries useyour skills, but when used in conjunction with the Industry Infor-
mation tools that are available on the site, it will identify oppor-
tunities in your city or town that match your skills. Even if you
already have a strong sense of what you want to do and where you
want to do it, don’t pass up the opportunity to consider all yourpossibilities.
Industry Information
The Industry Information section includes a menu-driven tool that
allows you to look inside an industry and see which sectors employ
those skills. If we use the Industry Information tool to look at theconstruction industry, here’s what we ﬁnd:
First we select “Construction” as our industry (see Figure 4.1).
We ﬁnd the subsectors shown in Figure 4.2: Subsectors deﬁned.
Figure 4.2 Subsectors deﬁned.

P1: OTA/XYZ P2: ABC
c04 JWBT105-Levinson April 24, 2009 15:19 Printer Name: Courier Westford, Westford, MA
76➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
Figure 4.3 Industry group.
Selecting the “construction of buildings” option, we get the choices
shown in Figure 4.3.
Selecting “Nonresidential building construction,” our choices be-
come those shown in Figure 4.4.
If you select “Commercial building construction,” we get a sum-
mary screen that includes additional links to the following infor-mation:
➤Employment guides on the industry
➤An up-to-date report on industry trends
➤Proﬁle of an occupation in this industry
➤Employment trends by industry and occupation
➤Location of employers in this industry
If you select “Proﬁle an occupation,” the link will detail all theoccupations that use your skills in the construction industry.
Selecting “Locate employers” takes you to another menu-driven
series of screens that allows you to ﬁnd qualifying jobs in any
area of the United States.
T o demonstrate the power of this tool, I performed a search on
construction jobs in Anniston, Alabama. Figure 4.5 shows a screen
shot of my search results.
Figure 4.4 Industrial or commercial.

P1: OTA/XYZ P2: ABC
c04 JWBT105-Levinson April 24, 2009 15:19 Printer Name: Courier Westford, Westford, MA
Your Research Plan ➤77
Figure 4.5 Select employer.
As you can see, I found 36 job openings that day. Clicking on a job
link took me to detailed information on the company and the job.
Guerrilla, does it get much easier? I think not.
Here are 5 questions you should be asking yourself as you start to
explore industries. Some of these questions are raised and answered
in the available reports, but not all:
1.What are the general trends in the industry—by sector?
2.Where are the hot spots—those areas where growth will remain
steady for several years? This can be represented by:
a.A group of products or services
b.A speciﬁc geographic area
Construction may be slowing down in one section of the
country and getting ready to boom in another, or residential
construction may have peaked and commercial construction
is rising. It is important to drill down to ﬁnd details if you wantto make an informed decision.
3.Which skills are in demand?
a.Now and in the future
b.By discipline: sales, marketing, ﬁnance, engineering, trades
4.What is the demographic proﬁle of the workforce? These stud-
ies or reports are most often referred to as Labor Market Infor-
mation (LMI) studies.
You want to be able to assess whether there might be a
continuing demand for your skills, and a good indicator of thismay be the median age of the workforce. If the median age is,
say 55, then there will be people retiring soon and this might
increase demand for the profession.
5.Is the industry prone to outsourcing or offshoring?

P1: OTA/XYZ P2: ABC
c04 JWBT105-Levinson April 24, 2009 15:19 Printer Name: Courier Westford, Westford, MA
78➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
Look into which businesses are starting up and getting funding
from banks and venture capital ﬁrms and look at which companies
the mutual fund companies are investing in. The easiest way to dothis is to ﬁnd the web sites of some of the mutual fund companies that
are reported weekly in your local daily newspaper.
T o see which industries are receiving start-up or additional fund-
ing, I recommend 3 sites:
1.The Money Tree Survey (www.pwcmoneytree.com/moneytree/
index.jsp)
2.PE Week Wire (www.privateequityweek.com)
3.Just Sell (www.justsell.com)
If you can’t ﬁnd what you are looking for, you need to contact the
industry associations. When you ﬁnd the national association, visitits web site and see what free resources are available to help in your
job search. This could include:
➤Labor market information studies
➤Membership lists
➤Industry reports
➤A job board
Also see if there is a local chapter that may have networking
events. Some associations even have ofﬁcial discussion forums. Re-
view all the industry information with a keen eye to what the in-dustry leaders feel the challenges are for the future. For an up-to-
the-moment view, read industry trade magazines. They are listed at
www.specialissues.com/lol/.
➤Locating Companies of Interest
Once you have identiﬁed an industry, you need to research compa-
nies. Your research may be broad and include all the companies in
the industry because, frankly, you will move anywhere for the right
opportunity—or it could be very local. Your ﬁrst mission is to locate
national directories that include lists of the companies. A guerrillawould start at CEO Express online at www.ceoexpress.com. CEO Ex-
press has links to nearly every source of information you need to get
yourself started: news, stock quotes, and IPO ﬁlings, all in one place.

P1: OTA/XYZ P2: ABC
c04 JWBT105-Levinson April 24, 2009 15:19 Printer Name: Courier Westford, Westford, MA
Your Research Plan ➤79
Privately Held Companies
These are the hardest to research cheaply because the companies
don’t have a strict requirement to report to anyone but their limitedshareholders. If they have anything to hide, like pending litigation or
poor ﬁnancials, you really have to dig. Here’s where to start:
➤Dun & Bradstreet (www.dnb.com/us/ D&B) are masters of
information, much of it a la carte or free.
➤Thomas Register (www.thomasregister.com).
➤Hoover’s (www.hoovers.com).
➤D&B Million Dollar Database (www.dnbmdd.com/mddi) has
information on approximately 1,600,000 U.S. and Canadian lead-
ing public and private businesses.
➤Forbes 500 Largest Private Companies (www.forbes.com/
businesstech/) is always one of my favorites, but it is only use-
ful for the largest companies.
➤BusinessWeek works well, too (www.businessweek.com).
➤Thomas Register (www4.thomasregister.com) provides infor-
mation on most manufacturers.
Publicly Held Companies
Public companies are easier to research, especially with the increased
reporting requirements that have been dictated by Sarbanes-Oxley
compliance. However, it still requires work. Here are your best sources
of information:
➤Dun & Bradstreet (www.dnb.com/us/); always start here.
➤Edgar Online People (people.edgar-online.com/people)
searches Securities and Exchange ﬁlings by a person’s name or
displays all people associated with a speciﬁc company name. Veryuseful.
➤Million Dollar Database (www.dnbmdd.com/mddi/) provides
information on approximately 1,600,000 U.S. and Canadian lead-
ing public and private businesses.
➤Lexis Nexis (www.lexisnexis.com) has legal, news, public
records, and business information.➤Corporate Information (www.corporateinformation.com/
home.asp) is a free site that requires registration.➤Financial Web (www.ﬁnancialweb.com) lists stocks, SEC
ﬁlings.

P1: OTA/XYZ P2: ABC
c04 JWBT105-Levinson April 24, 2009 15:19 Printer Name: Courier Westford, Westford, MA
80➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
➤Fortune 500 (500 largest U.S. companies).
➤GrayMetalBox (www.graymetalbox.com) is the web site for
Trade Scenarios Reports and Research Center.
➤123 Jump (www.ﬁnancialweb.com); get SEC ﬁlings, company
news, and links to home pages, current quotes and graphs, and
so on.
➤Wall Street Research Net (stocks.Internetnews.com) has the
most comprehensive company news, EPS estimates, links to home
pages, and so on.
Hardcore news sites you should monitor include:
➤www.cnbc.com
➤www.money.com
➤ﬁnance.yahoo.com
➤www.marketwatch.com
➤www.foxbusiness.com
Next, visit those company web sites. If they are not available in this
day and age, that will mean they are very, very small. The easiest way
to research small businesses that don’t have a web presence is your
local Chamber of Commerce or the archives of the local newspaper.
Competitive Intelligence
Here are the questions you should ask about each company you are
interested in.
Company Growth
➤Is the company in growth mode? Why or why not?
➤What external factors affect its growth?
➤Where is this company in the cycle? At the end or just the
beginning?
➤Who are its Tier I and Tier II competitors?
➤Is there turnover in senior management? Has it been forced
by the board or did people reach retirement age? Was a successor
being groomed in the wings?
Financial
➤What do the numbers say? How are the company’s balance
sheet, income statement, earnings per share, dividend(s)? What
do they indicate about the company’s health?

P1: OTA/XYZ P2: ABC
c04 JWBT105-Levinson April 24, 2009 15:19 Printer Name: Courier Westford, Westford, MA
Your Research Plan ➤81
➤What is the debt-to-equity ratio? Remember, cash is king.
➤How is the stock price doing? Why is it moving?
➤How is the stock doing against its competitors? Against the
market as a whole?
➤Are there other companies where you should be interviewing?
➤What do the analysts think?
Strategy
➤What were last year’s short-term and long-term strategies/
objectives? Were they met?
Market Share
➤Are they dominant players? Why? How big is the market?
What percentage of the market do they own? What is the next
market?
➤Does the company have any new products/services/patents?
➤Is the company strong or weak domestically versus overseas?
Where does the company make most of its proﬁt?➤What do each of the regions and products/divisions con-
tribute to the whole?
T echnology Issues
➤Can cost efﬁciencies be driven through modernization?
➤How does the Internet affect the company? If it is a threat,
does the company have a strategy to address it?
Legal and Regulatory Issues
➤Are there any pending bills or regulations that might have a
signiﬁcant impact?➤Are there any patent infringements?
People
➤What do people say about the company publicly?
➤Is the company being sued or has it been sued by former
employees?
Assessing Fit
You don’t want to waste your time and effort on companies that are
not going to be a good ﬁt. Guerrilla, use this information to get apicture of the organization. Do you think the company/organization

P1: OTA/XYZ P2: ABC
c04 JWBT105-Levinson April 24, 2009 15:19 Printer Name: Courier Westford, Westford, MA
82➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
has a future? Why or why not? What factors impede the company? It is
critical that you understand this information thoroughly before you
approach the company. Armed with this background information,you will be able to answer with conﬁdence these typical interview
questions:
➤What do you know about our company?
➤What are your thoughts on the challenges facing our industry
and how can you help us?
➤What would you do in your ﬁrst 90 days if we hired you as a
?
Imagine how surprised the interviewer will be when you can ar-
ticulate what the company’s issues are—how your experience ﬁts with
their needs and what you would do ﬁrst. You’ll blow them away. On
the other hand, if you haven’t done your homework before you go in
for an interview, you’re dead on arrival.
Librarians Are Your Allies
If you’re having trouble ﬁnding lists of companies or information on
speciﬁc companies, call your local library and talk to the research li-
brarian. Treat these people like gold. Put them on your Christmas list.Bring them boxes of candy. Buy them ﬂowers on their birthdays. They
have forgotten more about how to retrieve information than you will
ever know. They are the Sherlock Holmes of reference information.So make friends, ask lots of questions, and take notes, but only after
you have at least tried to ﬁnd some of the information on your own.
If your local library does not have anything on hand in the peri-
odicals, business, or reference sections, then inquire about the interli-brary loan service. Chances are the information you need is available
somewhere, just not there. Many people don’t realize that libraries all
over the world formally share books, CDs, and other reference ma-
terials with each other. The deﬁnitive source for any book publishedin the United States is the Library of Congress. If it is in print, the
Library of Congress has it and your local librarian can get it.
The libraries may be able to help you access some of these market
resource ﬁrms as well:
➤Aberdeen Group (www.aberdeen.com)
➤Forrester Research (www.forrester.com)
➤Gartner Group (www.gartnergroup.com)

P1: OTA/XYZ P2: ABC
c04 JWBT105-Levinson April 24, 2009 15:19 Printer Name: Courier Westford, Westford, MA
Your Research Plan ➤83
➤IDG (www.idg.com)
➤Business.com http (www.business.com)
Alternative Sites
The Internet allows you to search all types of alternate sources of
information that may be of value to you as you narrow your list ofcompanies:
➤The Internet Public Library (www.ipl.org)
➤The Digital Librarian: a librarian’s choice of the best of the
Web (www.digital-librarian.com)
➤Vault (www.Vault.com)
➤The Standard (www.thestandard.com)
Of particular interest if you’re trying to get information on pri-
vate companies is the Search Systems Free Public Records Directory
at www.searchsystems.net. This is the largest directory of links to
free public record databases on the Internet. What is of interest toguerrillas are the business information and corporate ﬁlings sections.
Sometimes the best information is that which the company has no
control over.
Then there is a very low-tech way—the Yellow Pages or sites that
support business phone number listings on the web:
➤Big Book (www.bigbook.com)
➤GTE Superpages (www.superpages.com)
➤How to Find the Hiring Managers
Now that you have a list of 10 to 20 companies, you need to ﬁnd thepeople who can actually hire you.
Alternative 1
Guerrillas know the most direct way is often the easiest. Use your
telephone. I always call ﬁrst and ask who is responsible for “X.” “X” is
the title of the executive I want to speak with. Seven out of 10 times thiswill work. If it doesn’t, call back at lunchtime and ask the noon hour
receptionist; generally, they are not as guarded about the information
they give out.

P1: OTA/XYZ P2: ABC
c04 JWBT105-Levinson April 24, 2009 15:19 Printer Name: Courier Westford, Westford, MA
84➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
Figure 4.6 “Without the words.”
Alternative 2
Go to each company’s web site. If you are lucky, it will identify all their
senior executives. Web information should be up-to-the-moment, but
phone and verify.
Alternative 3
Google your way in. If you are having difﬁculty ﬁnding the name, go
to Google’s advanced search box. T ype in the company name in the
ﬁrst box and the title of the person you think your future boss reportsto in the third box. Try doing this with the company “Google” in the
ﬁrst box, “vice president” in the third, and “free” in the fourth box
“without the words” (see Figure 4.6).
If you run the search, you will ﬁnd a list of Google’s executives at:
www.google.com/corporate/execs.html. This is a simple way to ﬁndinformation fast.
Once you have the name, run a search on the individual through
Google. This time you put the ﬁrst and last name in the ﬁrst boxand the company name in the third box. This will produce a list of
conferences the person has attended, speeches, press releases, news
articles, clubs the executive belongs to, and so on.
șA GUERRILLA RESEARCH ALTERNATIVE
What if you don’t have time to do a full search because you need a job
now or at least by tomorrow afternoon? Is there a faster way? Yes!
Here’s a super-fast way to ﬁnd nearly all the companies in your
area that can use your skills:
➤Decide what job you are going to look for. In our example, we
are going to look for retail management jobs in New York City.

P1: OTA/XYZ P2: ABC
c04 JWBT105-Levinson April 24, 2009 15:19 Printer Name: Courier Westford, Westford, MA
Your Research Plan ➤85
Figure 4.7 Advanced Google search.
➤Choose key words that are speciﬁc to the type of job you are
looking for. In Figure 4.7, we use Retail and Manager. You can use
a job title if you wish, in which case you need to enclose the term
in quotation marks: “retail manager.”
➤Add these 4 words: “job,” “resume,” “submit,” and “free” as il-
lustrated in Figure 4.7.
As constructed, this search string instructs Google to return web
sites that have retail manager jobs but are not ads for resume-
submitting businesses.
In the “without the words” option, we type the word “free.” Why
speciﬁcally ban the word free? Because the word free is not used oncorporate web sites nor is it used in job descriptions. It is, however,
used to sell resume-submitting services, and we don’t want to waste
time wading through those sites to ﬁnd the real jobs.
You can see the number of hits that are returned by adding the
words one at a time (see T able 4.1).
Table 4.1 Search Term Results
Words Number of Hits Relevance to Us
Retail manager 11,700,000 Low
Resume 1,670,000 Low, includes candidate resumes
Submit 302,000 Low, includes job boards
212 45,900 High, it restricts responses to just the area
code 212
Not “free” 1,300 Very, very high, this excludes all the
resume submittal sites and shows justthe jobs available in area code 212 for
New York

P1: OTA/XYZ P2: ABC
c04 JWBT105-Levinson April 24, 2009 15:19 Printer Name: Courier Westford, Westford, MA
86➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
There are still too many hits, so we add the area code 212, which
in turn reduces the hits to local retail manager jobs in the 212 area
code only. This is a good list to start with.
Note: Your results may vary because Google changes minute by
minute.
GUERRILLA MISSION
Now you try it. Fire up your PC and connect to the Internet.Go to www.google.com. Click the Advanced Search link and you
should see a screen like the one shown in Figure 4.7. Replace
the 2 words “retail” and “manager” with 2 words that are speciﬁcto your job search. Next, replace the 212 area code with your
area code or the area code of the city you want to research.
Click the “Google search” button and start reading. This researchis fast and accurate. It won’t uncover every opportunity, but it
will enable you to ﬁnd many more offerings than you would see
using just the job boards or newspapers—and you will do it muchfaster, too.
șFINDING LISTS OF PROSPECTS
Using the Internet is not the only way to gather information. Here
are some easy ways to ﬁnd lists of prospects for your job-hunting
campaign.

P1: OTA/XYZ P2: ABC
c04 JWBT105-Levinson April 24, 2009 15:19 Printer Name: Courier Westford, Westford, MA
Your Research Plan ➤87
➤Chambers of Commerce
Nearly every city and town in the United States has a Chamber of
Commerce whose sole job is to promote commerce. If you call theirofﬁce, I guarantee you they will give you a list of their members. It
may also appear on their web site. Chamber of Commerce members
tend to be among the most civic minded in your community andare quite accessible. Finding them on Google is simple: just type in
“Chamber of Commerce” with the name of your town or city and
Google will ﬁnd it for you.
➤Industry Associations
If you are looking for information on a speciﬁc industry, business
associations can be helpful. As noted, the American Society of Asso-
ciation Executives is a good place to start: www.asaenet.org.
➤Industry Newsletters and Professional Journals
The targeted readership for these publications means that you can
often pick up leads from the authors of the articles by calling them.
These authors tend to be industry experts who know everyone.
Looking for start-ups? Then you have to check out star-
tups.alltop.com/ run by none other than Guy Kawasaki of—youguessed it—Apples’ ﬁrst marketing guru and the author of many ofthe most useful books on management today.
➤Web Sites for Conferences, Conventions, or Trade Shows
T o ﬁnd events that are speciﬁc to your chosen industry, do a Web
search for an industry name and terms such as conference, trade
show, or convention (see Figure 4.8).
Figure 4.8 Google search industry.

P1: OTA/XYZ P2: ABC
c04 JWBT105-Levinson April 24, 2009 15:19 Printer Name: Courier Westford, Westford, MA
88➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
Figure 4.9 Google search industry links.
Google search industry shows the screen for a Google search for
[conference or tradeshow or convention] and the industry, which for
this example is medical.
Google’s results reveal 2 large shows. Clicking on the links will
bring you the site and a wealth of information (see Figure 4.9).
GUERRILLA INTELLIGENCE
Service Corp of Retired Executives (SCORE)
Mark Haluska
SCORE is comprised of both retired and working business exec-utives. These people know decision makers! In many cases, they
still work together, go golﬁng, belong to the same clubs, and
mix at socials. So, they personally have a ﬁrst degree contact
with decision makers, many of which are current or past close
colleagues.
Most people think of SCORE as a resource (which it in real-
ity is) when you want to get advice to start up a new businessventure. But with a little tact, a true guerrilla would turn thatinside out to obtain solid leads.
Contact SCORE; ask to speak with an executive who (and
this is important) has worked or (most preferably) is working inyour profession/industry. They will assume you need business
advice. Pleasantly greet them preferably on the phone and tell

P1: OTA/XYZ P2: ABC
c04 JWBT105-Levinson April 24, 2009 15:19 Printer Name: Courier Westford, Westford, MA
Your Research Plan ➤89
them you have a problem and thought they would be someone
who could help. Then tell the counselor what you really needand do it in this order: tell them what you do then quickly
(no more than 1 minute) hit them with quantiﬁable and truly
impressive facts that you’ve outlined on your guerrilla resume.Next, ask how does my experience sound to you?
Then, go for the gusto and ask how you can obtain the spe-
ciﬁc decision makers’ names and contact information (not hu-man resources, unless you are in human resources) at a given
company or companies who could use your expertise to help
them solve a pressing problem(s).
This “back door” approach will probably take the counselor
by surprise, but that is okay. They have volunteered to joinSCORE because they want to help people. SCORE is a free re-
source that all guerrillas should attempt to use. This tactic can
fast track you into a decision-maker’s ofﬁce and your compe-tition won’t even think about it until they’ve read this book. I
highly recommend you ﬁnd a SCORE representative near you
(www.score.org/ﬁndscore/index.html).
Contributed by Mark J. Haluska, founder and executive director, Real
Time NetWork, www.rtnetwork.net LinkedIn address: www.linkedin.com/in/MarkJ.Haluska.
GUERRILLA TIPS
An immediate way to ﬁnd hot leads is to ask your friends, family,
or business associates who have recently landed a job in the
industry if you can see their lists of prospects. The research willbe current and likely pretty detailed, too. They may even know
of openings that were not suitable for them but might be ideal
for you.
Here are a few other sources:
➤Career centers and job clubs
➤College and university career placement centers
➤Internet career sites
➤Job fairs and career days

P1: OTA/XYZ P2: ABC
c04 JWBT105-Levinson April 24, 2009 15:19 Printer Name: Courier Westford, Westford, MA
90➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
➤Local and federal government personnel ofﬁces
➤Yellow Pages
➤Your area business journal (www.bizjournals.com)
șSTUFF THE CIA WOULD RATHER YOU DIDN’T KNOW
The length of this book does not allow me to do a detailed expos ´e
on the really advanced means for unearthing information. A lot of
cloak-and-dagger work goes on behind the scenes of many search
assignments. Your quest to ﬁnd your dream job is unlikely to requirethat kind of search. Explaining those advanced strategies and tools is
beyond the scope of this book and would require 200 or 300 additional
pages, but I won’t leave you hanging either.
The United States has 2 gurus on the application of competitive
intelligence to recruiting and job hunting: Shally Steckerl and DaveCarpe. These 2 professionals are the absolute best when it comes tousing the Internet. I highly recommend you visit their web sites if
you want more information or a deeper understanding of how to use
search engines and the Internet to maximize your job search.
Shally Steckerl’s site Job Machine has more than 100 screens
full of tips and techniques for ﬁnding your way around. A “GoogleCheat-Sheet” and a “T ool-Bag CD” are available on Shally’s site
(JobMachine.net).
Dave Carpe’s site Passing Notes at www.passingnotes.com is a vir-
tual cornucopia of tools and tricks that will take you deep into theworld of competitive intelligence. Check out the article, “Confessions
of a Call Girl …or How to Give Good Phone.”
GUERRILLA INTELLIGENCE
Become an Easy T arget
Jim Stroud
If I wanted to hire you, could I ﬁnd you? If I looked on Monster,
CareerBuilder, and HotJobs, perhaps I could; but what if I did
not look there, or on any other job board for that matter? Hereis an ugly little truth that job seekers do not think about. When

P1: OTA/XYZ P2: ABC
c04 JWBT105-Levinson April 24, 2009 15:19 Printer Name: Courier Westford, Westford, MA
Your Research Plan ➤91
a company posts a job description on Monster or searches its
database for resumes, it costs money. So, you know what hap-pens? Large companies look for free resumes on the Web to save
the money they would have spent on job boards, and smaller
companies that do not have accounts with these job boards lookon the Web to ﬁnd free resumes. The bottom line is that if your
resume is not online, you are doing yourself a disservice. If you
search the Web for “free web hosting,” I dare say that you willﬁnd plenty of resources for posting your resume (or any other
content) online for free.
T o be sure, positioning your resume where all recruiters will
have free access to it is imperative, yet that is only part of a win-
ning strategy. Recruiters look for resumes using a series of spe-cialized searches called “searchstrings.” Searchstrings are based
on keywords that the recruiter thinks would be on your resume.
For example, a recruiter looking for a programmer in Atlantamight visit Google and enter the following searchstring: inti-
tle:resume programmer education atlanta | GA 678 | 770 | 404
-submit -apply ext:doc | ext:pdf.
T o explain this searchstring, I am looking for documents
formatted in Word or PDF that have “resume” as a title withthe keywords “programmer” and “education” mentioned in thedocument. I am also looking for the words “Atlanta” or “GA”
because that is the preferred location. Furthermore, I added area
codes speciﬁc to the Atlanta area as well. Why? Candidates oftenlist their phone numbers on their resumes. T o see the results
of this search, please visit: tinyurl.com/6b23h4 and you will be
redirected to a Google search results page.
Now that you know how recruiters search the Web for re-
sumes, why not make it easy for them to ﬁnd you? I suggestthat you create a resume proﬁle page in lieu of a cover letter.
What is that? A resume proﬁle page is a keyword list a recruiter
can scan to get a quick understanding of what you have to of-fer. When I was looking for work in 2002, I created an HTML
version of my resume proﬁle page and placed it online. T o-
day, I am still being contacted by recruiters who have foundmy resume proﬁle from a Google search. (See it for yourself:
jimstroud.com/resume.htm.)
(continued)

P1: OTA/XYZ P2: ABC
c04 JWBT105-Levinson April 24, 2009 15:19 Printer Name: Courier Westford, Westford, MA
92➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
The moral of the story is simply this: If you position yourself
to be found, you will not have to look so much. (Smile.)
Jim Stroud is a social media development manager for EnglishCafe, the premier
English learning community for global professionals. Prior to EnglishCafe, Jim
Stroud amassed a decade of recruiting experience consulting for such companiesas Microsoft, Google, MCI, and Siemens. He can be reached via his web site:www.JimStroud.com.
GUERRILLA TIPS
➤Use free resources ﬁrst: Yellow Pages, Internet, and the
library.
➤The more speciﬁc you can be about what you are looking
for, the more relevant will be your results.➤Use free government services—you have already paid for
them.➤Determine which companies are doing business in your
ﬁeld.➤Narrow your choices geographically if appropriate—look
locally ﬁrst.➤Read this year’s annual report ﬁrst and then compare it
with last year’s.➤Start with the company web site.
➤Run a Google search.
➤Review appropriate blogs.
➤Google former employees.
➤Always weigh information with a critical eye.

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
Part
II
Weapons That Make
You a Guerrilla

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
5Chapter
Resume Writing and Cover
Letter Boot Camp
How to Overhaul Your Personal
Marketing Materials
Common sense in an uncommon degree is what the world calls wisdom.
—SAMUEL TAYLOR COLERIDGE
Despite advances in technology and the ever-increasing sophistica-
tion of employers, job hunters have predictable habits. Most lookf o raj o bt h es a m ew a yt h e ya l w a y sh a v e .T h e yw r i t ear e s u m e .A s k
their friends. Respond to newspaper ads. Click and apply through job
boards. And wait. And wait. And wait …for something—anything—to
happen. Not too terribly twenty-ﬁrst century of them.
Guerrilla, your resume is a marketing tool. It must compel its
reader to pick up the phone and call you. Job hunters who writeconventional resumes can count on the competition to be ﬁerce. Let
me show you a more successful approach.
șWHY YOUR RESUME MAY BE OVERLOOKED
My wife will periodically call me at the ofﬁce and ask me to pass bythe supermarket on my way home to pick up bread and milk to tide us
over until her next trip to the store (we have 4 growing children). Like
95

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
96➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
most men, I enter the supermarket on autopilot with my list in hand
and head straight for the items I need. The nice displays and weekly
specials blur past me. The way I shop for groceries is not unlike howyour resume gets screened when you apply for a job. Generally the
people who do the ﬁrst pass on a stack of resumes are working off a
list someone handed them. Their instructions are, “just whittle downthis pile by looking for these skills/competencies or technologies,” so
that’s all they scan for.
There isn’t really a lot of thinking beyond the exact list. If you
have the right stuff, your resume goes into one pile if not …well,
you’re out. If the checklist says “Oracle” or “project manager” and
yours says “database” or “construction manager” you’re out. There’sno time, and generally little incentive, ability, or interest, from the
people who do the initial scan to “read between the lines.”
The one-size-ﬁts-all mentality spills over into their cover letters,
too. Many job hunters respond to the speciﬁcs of an ad in their coverletter and then cross their ﬁngers and hope the reader connects the
dots. In reality, though, cover letters are rarely read with interest be-
cause most are so vague or poorly written they add little value. It’s
likely that only the opening line has been customized and the restof it is as generic as the accompanying resume. People who spend
even a minimum of time scanning resumes can spot these fakes
quickly—with typical results.
Candidates often stuff their resumes with laundry lists of the func-
tions and responsibilities they’ve had in past jobs in a desperate at-tempt to cover all their bases. This approach rarely pays off, however,because the amount of information you would have to put into a gen-
eral, all-purpose resume is so enormous that you’d need to write a
book—which of course no one would read.
Length is not an issue. Content is. People will read any length
of resume ifthe content is of interest to them, and that’s the secret.
Ideally, a resume should contain no more and no less than the exactinformation an employer is looking for. After all, every employer ex-
pects that you are so interested in their company that you have written
a resume just for them. Realistic? No. Reality? Yes, I’m afraid so.
Never assume that just because you had a particular responsibil-
ity, performed a particular function, or accomplished miracles thatrequired super-human effort, the person reading your resume can
automatically link that to the challenges faced by their company. The
onus is on you to guide them to the conclusion you want them todraw. You have to motivate them to pick up the phone and schedule
an interview with you.
The content of your resume has to be relevant to your
reader. It must address their speciﬁc needs clearly—instantly. It’s a

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
Resume Writing and Cover Letter Boot Camp ➤97
laser-guided missile, not a dumb bomb. If your resume is in response
to an advertised opening, it reﬂects the exact needs proﬁled in the ad.
If it’s sent to a targeted group of companies, it demonstrates how youcan make them money, save them money, and increase their efﬁcien-
cies. If it’s a networking resume, it addresses the type of problem your
contact’s peers are likely to be facing. It’s never vague or wishy-washy.It’s always direct and speciﬁc.
Guerrillas know this. They understand that people are motivated
by their own selﬁsh interests. They know they need to guide, cajole,and dare interviewers with a snapshot of what you can bring to the
table. A hint of the results you can accomplish.
Most people have many great accomplishments they can leverage
for their next career move. Yet for many of these same people theirresumes are bland replicas of the generic all-purpose resume in vogue
these days. A document that merely mimics what a resume writerthought was important. In reality, only you understand what you’ve
accomplished that would be of interest to a potential employer.
Ask yourself. No—better yet—cut your name off the top of your
resume and give it to a couple of your best friends. T ell them it’s the
resume of one of your mutual contacts and ask them if they can guesswho it is. If they can’t tell it’s you or, worse, if they think it’s someone
else you have a problem—the description of your accomplishments
and your jobs are too generic. If it makes you look like a hundred otherapplicants who are also “project managers,” “teachers,” “accountants”
or whatever, how do you expect an employer to select you for an
interview? Yes, you could get lucky, but luck is so unpredictable!
So, your ﬁrst objective is to make sure your resume is read. One
of the biggest mistakes candidates make is assuming that just becausethey send a resume to a prospective employer or recruiter, it will beread. Ain’t so!
șALL RESUMES ARE NOT CREATED EQUAL
If you want to be seen, you have to have a competitive resume to standout. It’s rarely the most qualiﬁed that land interviews; it’s normally
the ones who are the most impressive on paper. The best resumes
“speak” to employers, providing quick insight into your personalityand drive to succeed.
A resume can serve you in a variety of ways, but it is primarily
used in making contacts with prospective employers so that you can:
➤Respond to a job opening.
➤Create unsolicited demand for your skills.

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
98➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
➤Cut and paste to ﬁll out an online application form.
➤Supplement (not replace) a company’s standard job applica-
tion.
➤Rehearse before interviews.
➤Draw the interviewer’s attention to a particular accomplish-
ment during interviews.➤T ailor a person-speciﬁc thank you letter after an interview.
➤Send an aid to your references so they’ll remember what you
did, especially if you were one of many on a team.➤Refer to it during telephone interviews as a reminder because,
after all, the interviewer has a copy.➤Prompt a recipient for the purposes of networking.
A guerrilla resume is a multidimensional, multipurpose docu-
ment. It is:
➤Your introduction to a prospective employer,
➤The ﬁrst impression recruiters will have of you,
➤The key to positioning your seniority, and
➤A bargaining chip for your salary negotiations
In other words, it is a signiﬁcant document in the advancement
of your career.
șSTANDARD AND EXTREME GUERRILLA RESUMES
A Standard Guerrilla Resume is a cross between a chronological resume
and a functional resume …on steroids.
Like a functional resume, it highlights your best skills and achieve-
ments. Like a chronological resume, it presents your experience and
education in order, from most recent to earliest.
You can use a Standard Guerrilla Resume if you:
➤Are just leaving school and lack experience,
➤Have extensive experience,
➤Are making a career change, or
➤Need to explain time away from work due to illness or other
matters.

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
Resume Writing and Cover Letter Boot Camp ➤99
In short, the Standard Guerrilla Resume will work for most people
in most situations.
This resume has all the information that we, as experienced em-
ployment professionals, are looking for in a candidate. Every Standard
Guerrilla Resume includes the following 5 parts:
1.Objective orSummary , focused on either one job title or a nar-
row skill set.
2.Select Accomplishments and/or Special Skills list as a kind of
executive summary of the best, most relevant 4 or 5 points
about you, which map to the requirements for the position
you want or would be most relevant to the employer[s] you’re
targeting. If you have a strong mix of speciﬁc achievementsand skills, you can include both sections.
3.Experience orEmployment History , detailing your relevant paid
and unpaid work history, as well as internships. This section
should go back only about 10 to 15 years in detail and summa-
rize earlier work.
4.Education/Training section, where you list your degrees, rele-
vant training, certiﬁcation, and so on.
5.Additional Information , as needed, at the end. Here you can
include your computer skills, relevant hobbies, volunteer work,and so on.
In Appendix 2, take a look at a Standard Guerrilla Resume that
won its author a job.

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
100➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
AW A RS T O R Y
Steve Duncan
I remember when I ﬁrst saw David’s Extreme Resume example, and I
thought it was pretty cool. I had some endorsements on Linkedin.com,
which I quoted in the margin, added accomplishments and skills, andgot it together over a few days. I remember at the time that it seemed
like such a bold way to do a resume. I was just sure the ﬁrst time I
sent it to anyone I’d get clobbered. My earlier eﬀorts at nontraditional
resume styles resulted in surly calls demanding a rewrite. I just didn’t
get the point. I’d rewrite it, resend it, and never hear anything again.
I sent my Extreme Resume to the ﬁrst opportunity, and immedi-
ately got a call. The person was very interested in me, but then askedif I could send a “real” resume. At ﬁrst I was frustrated. After all, isn’ta resume supposed to be the silver bullet? First date, courtship, and
marriage proposal all in one document? Nope. Part of David’s advice
was that the only purpose of a resume is to
getacall. A n di td i d .I tt o o k
me a while to understand this and really leverage it.
“Real resume?” I learned to ask, innocently. “What do you mean?”
The ensuing conversation was a great chance to learn what was im-portant to the caller and was always decisive and eﬀective, even if
the opportunity wasn’t a good ﬁt. It helped me better understand
what I was really looking for, and also helped me tweak the re-sume to better represent myself. Usually the person would ask about
something that was already on the resume. “Where’s your work his-
tory?” they’d ask. I’d point it out to them, and they’d soften. It’s aboutgetting enough foot in the door so you can start a conversation and
real communication.
I used my Extreme Resume to get my current position, and the
human resources director made no bones about telling me she loved
it. Others, including headhunters, have said the same. I’ve had a fewwho apologetically asked for it in word format, or in strict chrono-
logical format, to satisfy the computer-based resume systems. That’s
okay, I don’t mind because by then it’s done the job—the rest is justsatisfying the bureaucracy.
I’ve also had a few who just didn’t get it. I’ve learned to not chase
after them because if they don’t understand the resume, then I’m notgoing to be a good ﬁt. It’s good to remember that the goal isn’t just
a position, it’s the
rightposition.
Compliments of Steve Duncan at www.linkedin.com/in/steveduncan/.

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
Resume Writing and Cover Letter Boot Camp ➤101
The Extreme version takes the Standard Guerrilla Resume to a
whole new level. Like a triple espresso or a Ferrari T estarossa, it’s not
for everyone.
CAUTION
If you use an Extreme Guerrilla Resume, be prepared to back itup with facts and ﬁgures in the interview. You will be asked! Sobe sure to document your claims meticulously ahead of time.
Use an Extreme Guerrilla Resume if you:
➤Face enormous competition for a limited number of jobs and
need to crush your competition
➤Want to “test the waters” before launching a comprehensive
job hunt➤Want to create a job in a company that has no openings
This version has all the parts of a Standard Guerrilla Resume, plus
one or more of the following (the more of these you include, the more
powerful your ﬁnished product will be):
➤Proof section (mandatory): This column goes on the left side
of the resume, below your name. Here you can insert logos of
past/current employers or clients, to take advantage of the halo
effect of prestigious company names. Also, you can include quotes
from people familiar with your work; these function like mini-
testimonials and are extremely powerful.
➤“Grabber” statement at the top (optional): This can be a dic-
tionary deﬁnition (“rainmaker” or “catalyst,” for example) or abrief quote from someone familiar with your work. The grabber
functions as a hook to literally grab a reader’s attention.
➤Career Driver section (optional): This aggressively worded state-
ment comes right before your experience section. Here is where
you tell employers—in no uncertain terms—how much better you
will make their lives after you are hired.
Done correctly, an Extreme Guerrilla Resume will get you an
interview almost every time. It’s that powerful.

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
102➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
In Appendix 2 take a look at an Extreme Guerrilla Resume that
won the author a job.
➤The Standard Guerrilla Resume
In Chapter 2 you assembled the necessary facts, ﬁgures, and results.
It’s time to start putting them all together. It’s time to start writing.
Create a Standard Guerrilla Resume. Even if you plan to do an
Extreme version later, you’ll still need to include the parts found inthis chapter.
T o recap, your Standard Guerrilla Resume is made up of the
following 5 components:
1.Objective or Summary
2.Select Accomplishments and/or Special Skills
3.Experience
4.Education/Training
5.Additional Information
And, it bears repeating that your Guerrilla Resume, whether it’s
a Standard or Extreme version, will be one page in length—no more.You may be asked to bring a longer, 2-page resume, but don’t worry,just do a 1-page Guerrilla Resume aimed directly at their needs.
Objective or Summary
The ﬁrst and most important part of your Guerrilla Resume is the Ob-jective or Summary statement at the beginning. It should be focused
on either one job title or one narrow skill set.
A narrow focus is essential, because you don’t have 10 or 15 sec-
onds for your resume to impress readers, as you may have thought.You have only about 3 seconds to impress today’s harried, hurried, fre-
netic, time-starved readers. That is, employers must ﬁnd somethingcompelling in the ﬁrst 3 seconds of reading your resume for them to
want to keep reading. Otherwise, it goes in the trash.
So let’s make the most of this all-important real estate at the
top of your Guerrilla Resume—the part they’ll see in those ﬁrst3 seconds—by leading with an eye-catching opening.
If you don’t know the title of the job you’re applying for, you
should at least know what skills you can use. So, start your resume
with 1 of 2 headings: Objective or Summary.
An Objective including a job title is a great way to start your resume.
It shows that you know exactly what job the employer is trying to ﬁll.Examples:

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
Resume Writing and Cover Letter Boot Camp ➤103
OBJECTIVE
Restaurant Management where more than 10 years of food ser-
vice and management experience will contribute to efﬁcient
operations.
OBJECTIVE
Network Administrator where 3 years of successful experience
and training will add value.
OBJECTIVE
Pharmaceutical Sales Rep where 8 years of training and expe-
rience in health care and sales will add to proﬁtability.
Notice the language and format here. By starting off with the title
of the job you know the employer is trying to ﬁll, it’s like calling
them by their ﬁrst name. It shows you know something about theircompany and their situation. It creates immediate rapport with your
reader and gives you an immediate advantage. It’s so simple, yet so
powerful!
Plus, not only does the wording of this Objective tell the hiring
manager exactly what job you want to ﬁll, it also tells him that youwant to “add” or “contribute” something that will make his life easier.Again, this is simple, subtle, and …effective!
But what if you don’t know the exact job title the employer wants to
ﬁll?(Well, you should, from your research of the company and its job
postings. So don’t give up that easily.)
But let’s say you don’t have one speciﬁc job in mind. Then what?Start your Guerrilla Resume with a Summary. This will focus
the reader on the skills you’ve used while giving you a bit moreﬂexibility to apply for different jobs. Bonus: you can include a
second “killer” sentence that compels the reader to keep going.
Examples:
SUMMARY
Seeking a position where network engineering/administration
andsoftware development skills and experience will add
value. Accustomed to long hours in pursuit of company
goals.

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
104➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
SUMMARY
Experienced quality management professional with 10+ years
of proven results. T urned around quality and operations for
2 business units, increasing efﬁciency 100 percent (2005–
2006).
SUMMARY
Accomplished customer relations management professional
with 5 years of award-winning experience. Quadrupled client
satisfaction ratings, from 1.0 to 4.0 average (2003–present).
Again, note the language here, especially those killer second
sentences.
The way I see it, why wait to ﬁre off your big guns? You already
have the reader’s attention, so why not include a compelling fact
about you in this ﬁrst section? Doing so will force her to read the next
section of your Guerrilla Resume. And the next section. Line by lineyou build and stoke the ﬁres of her desire to meet you. Then, she calls
you!
Whether to use an Objective or Summary can be a sticking point
for some people. Some folks even leave them off the resume, becausethey want to be considered for all jobs.
No, no, no—Never Do This!
A focused resume is a powerful resume. A resume that tries to be
all things to all people ends up being nothing at all. You can alwayswrite a second or third resume to give you more options.
Spend as much time on this section as necessary to create a pow-
erful opening for your Guerrilla Resume. Your Objective or Summaryshould be 2 or 3 lines long at most.
Your goal is to start your resume with a focus on the employer and
his or her needs. T ell readers what you can do for them. Then, forcethem to read further.
Select Accomplishments and/or Special Skills
Think of this second part of your Guerrilla Resume as an execu-
tive summary of the best, most relevant points about you. It should
be so powerful and relevant that employers should not need toread any further to determine that you are the right person for
the job.

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
Resume Writing and Cover Letter Boot Camp ➤105
In fact, according to many hiring managers I’ve talked to over
the past 20 years, this section summarizing your key qualiﬁcations
is the most important part of your resume. Employers who have toread hundreds of resumes are looking for shortcuts—and this section
gives them one.
T o make this section effective, it’s vital that you target your reader.
You need to understand who your reader is because different peopleread resumes looking for different things. For example:
➤Recruiters look for “hot” marketable skills because they want
to make money marketing you. If your skill set is not in highdemand, they won’t call unless you are an exact ﬁt for a job order
they have.
➤Human resources folks look for an exact skill ﬁt with a job ﬁrst,
then your stability, then your personality type.➤Hiring managers look for skill sets ﬁrst, then how ﬂexible
you are, and ﬁnally what they think your ability to learn on the
job is.
How long should this section be? About 3 to 5 bullet points in
length—not much more. If you need a dozen bullet points to “sum-
marize” your experience, you’re not really summarizing, are you?And it’s always an odd number—3 or 5 are best. (Why? Go ask an
advertising copywriter.)
What title should you give this section, Select Accomplishments
or Special Skills?
In general, people who produce revenue, such as sales or mar-
keting folks, will have an easier time talking about accomplishments.
Other folks, such as people in IT, customer service, accounting, and
so on, have skills to highlight.
There are exceptions, of course, so feel free to break this rule. In
fact, if you have a strong mix of speciﬁc achievements and skills, youcan include both aSelect Accomplishments and a Special Skills section
in your Guerrilla Resume.
Here are 3 rules to help focus your accomplishments:
1.The accomplishment must be important to someone, ideally
the organization itself, or its customers.
2.The result should have had a favorable impact, that is, en-hanced their bottom line or increased their visibility/viability
and ideally both.

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
106➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
3.The accomplishment must speciﬁcally illustrate your compe-
tence as it relates to the position for which you are applying,
highlighting your skills, experience, and personal qualities.
Now let’s take a look at your current resume from an employer’s
perspective. Here are examples of both kinds of sections:
SPECIAL SKILLS
Operating Systems: Windows NT/XP/Vista, UNIX on Sun SPARC
and MS-DOS.Programming Languages: C, C++, HTML, and Java.
Software: Microsoft FrontPage, Image Composer and Word; Lotus
1-2-3 and mSQL.
SPECIAL SKILLS
Execution: regularly delivering to ﬁxed time schedules against
all odds.Experimentation: relentless probing for new R&D and product
approaches.Management: optimizing people and ﬁnances to meet objectives
with customers.
SELECT ACCOMPLISHMENTS
Developed a Global Strike Team to rapidly engage customers in
the FP1000.Delivered triple digit growth numbers 5 times since 2000.
Ignited sales for a U.S. multinational, closing $6 million in year
one.
SELECT ACCOMPLISHMENTS
Sold a 2-year global software contract to XYZ Company valued at
over$10,000,000.
Developed a Global Strike T eam to engage senior level manage-ment at 17 Level 1 ﬁnancial institutions, including Client A,Client B, and Client C.
Initiated leveraged worldwide partnership/relationships with
Client (London), Client (Geneva), and Client (Hamburg) Client(OPQ) in 2006.

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
Resume Writing and Cover Letter Boot Camp ➤107
GUERRILLA TIP
Attention Recent Graduates
If you don’t have much work experience, be sure to make the
most of any university and part-time jobs you’ve held. You caninclude a bullet point or two that summarizes the best of your
experience, no matter what you did—so long as you make those
accomplishments relevant to the job you seek. You can then gointo details later, in the Experience section.
Have a look at the example below, from a resume that won a job
for one new graduate. It combines university and off-campus work
experience:
Select Accomplishments
Helped improve company performance by surveying cus-
tomers, then analyzing results with coworkers. Used data and
staff discussions to increase service levels (Applebee’s).
Experienced writer. Led research project to study how expec-
tations determine outcomes. Required superior skills in com-
munication and analysis. Surveyed more than 230 students,
then conducted telephone follow-up to interpret data (Universityof NY).
Proven training skills. Experience orienting, supervising, and
clarifying goals for up to 25 employees (Applebee’s).
Experience Section
You can also call this Employment History, if you’d like. Again, the
name you choose is not as important as the details that follow.
The purpose of this third section of your Guerrilla Resume is to
show employers what you have been doing since school. They willhave already been intrigued by your opening Objective/Summary
and the Skills/Accomplishments section that follows, so by the time
they get to this Experience section, their mind will largely bemade up.
Here you should follow a consistent, easy-to-read format. You can
present a description of each job you’ve held in 1 of 2 ways, depending

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
108➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
on what information is more relevant. Choose only one of the follow-
ing formats and use it consistently. Don’t alternate between the two,
as you’ll simply confuse the reader.
If your past job titles are more relevant to the job you seek next,
lead with them, like this:
Lan/Wan Administrator: U.S. Marine Corps, Camp Lejeune, NC(1993–1999).
However, if you’ve worked for impressive companies and want tolead with those names, you can do so like this:
IBM, Vice President of Research and Development, San Jose, CA
(2006–2007).
For each job you’ve had, include your title, company name, city,
state, and the years you worked there. There’s really no need to include
the months because this takes up valuable space and may highlight
any gaps in your employment.
GUERRILLA TIP
Attention Recent Graduates
If you lack experience since graduation, you can include a briefexplanation of what you’ve been doing since then. You can alsoinclude any jobs you had while in school in your Experience
section, so long as you make them relevant by stressing desirable
working traits that can’t be taught, such as reliability, attentionto detail, work ethic, and so on.
Look at the example wording that follows from a resume that won
a job for one new graduate:

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
Resume Writing and Cover Letter Boot Camp ➤109
EXPERIENCE
Following graduation, began extensive online research of infor-
mation technology job market and leading ﬁrms. Also createdWeb pages; samples available upon request (2006-present).
Detail Specialist: University Car Wash, Huntsville, AL (2004–
2005).
Provided detailing services and superior customer service. Em-
ployed while full-time student.
Followed up with commercial and individual customers to en-
sure high levels of satisfaction.
Proactively sought out new tasks to make best use of available
time.
Maintained good working relationship with all 5 managers and
17 colleagues.
While there are exceptions to these rules, this format gives you a
lot of ﬂexibility to describe your experience in an effective manner.
GUERRILLA TIP
You will notice that the Experience section of a Guerrilla Resumeis limited to listing your job titles, company names, places ofemployment, and dates. Nothing more. And this is done for a
reason—your Guerrilla Resume is designed to make the phone
ring, not tell your whole life story. You can do this in the jobinterview.
In the advertising industry they call this a “teaser”—it gets you the
initial invitation to interview. You can expand on your work historyonce you are face-to-face with the interviewer.
(Another way to think of this is that your Guerrilla Resume works
like a classiﬁed ad. The job of a classiﬁed ad is not to tell every detailabout the car or refrigerator you’re trying to sell—you just want to
grab the attention of an interested party and get them to call you on
the phone.)

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
110➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
In fact, you may be asked to bring a longer resume and provide
more information about what you did on each job. This is a good
thing. In Chapter 8, we will show you what to add to your resume andhow to do it, if you are asked by a hiring manager or someone in the
HR Department.
Education/Training
Every employer is looking for this section, so you must include one.
GUERRILLA TIP
If your degree is more relevant to the job you seek than yourrecent experience, put this section ahead of your experience.
Otherwise, it should come later in the resume.
Follow this format when describing your education:
EDUCATION
Master of Arts: Communications, University of Florida (2004)
Bachelor of Arts: Art History, San Diego State University (2002)
Now, what if you don’t have a degree or an extensive formal edu-
cation?
Well, here’s an insider secret. You can call this section Educa-
tion/Training and list all the relevant courses, certiﬁcates, and train-
ing you’ve received after high school. This is a great way to give more
substance to an otherwise skimpy Education section. It shows initia-
tive and employers like that—A LOT!
Your combination section could look like this:
EDUCATION/TRAINING
Professional training includes courses in sales, problem solving,
leadership, management, quality, market research, and presen-
tation skills (2005–present).
Associate of Arts Degree, City College, Chicago, IL (2004).

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
Resume Writing and Cover Letter Boot Camp ➤111
If you went to college but didn’t graduate, you can describe your
course of study, adding to it anything else you did that was notable,
such as working full time or a GPA above 3.0, like this:
EDUCATION
BS: Finance course work, Ohio State University, Columbus, OH
(2 years). GPA: 3.2.Worked full-time throughout to self-ﬁnance 100 percent of
education.
Finally, if you’re currently in school for something, include your
expected year of graduation, like this:
EDUCATION
MBA program: Finance, Michigan State University (in progress;
due in 2008).
Additional Information
If space allows, you can include an Additional Information section to
combine good things about you that don’t ﬁt in other parts of your
Guerrilla Resume. If it’s a hobby or volunteer position and you thinkit’s relevant to the job you seek—and room allows—put it in.
Example: you can mention golf and marathon running if you
want a sales job, since these interests portray you as active and ener-getic (plus more sales deals get done on the golf course than anywhere
else on earth). But including such interests may not be relevant if
you’re applying for a position as a copy editor.
I recommend you put this catchall, Additional Information sec-
tion last, to ﬁnish the Guerrilla Resume with a bang. Follow this for-mat, and list items from most relevant to least:
ADDITIONAL INFORMATION
Languages: Arabic, French, and English (ﬂuent).
Computer skills include Windows, Excel, Word, PowerPoint,
Oracle, HTML, and search engine optimization (SEO).

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
112➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
Interests include marathon running, golf, softball, and inter-
national travel.
Volunteer experience includes Habitat for Humanity (2001-
present), adult literacy tutoring (2002-present), and fund-raising
for diabetes (1999-present).
Note: I once got an e-mail from a reader, who wrote: “Why do your
resumes have hobbies listed? I have interviewed many candidates forjobs in the past and at no time was I concerned if a person was a black
belt in karate unless I was.”
Everyone’s entitled to his or her opinion. In this case, that opin-
ion is wrong. If one hiring manager isn’t interested in hobbies, thatdoesn’t mean all hiring managers aren’t. After all, if it’s cloudy inChicago, that doesn’t mean it’s also cloudy in New York.
Many hiring managers will start talking about your hobbies or
interests as a way to break the ice and ease into the interview. They do
this to put you at ease and, in some cases, to see if you have a life out-
side work, or if you’re a workaholic who might be prone to burn out.
Because you’re dealing with humans here and humans are unpre-
dictable, you never know what part of your resume will make a hiringmanager want to call you. So if you think your hobbies, interests,volunteer work, and so on are relevant and may give you an edge,
include them.
Please refer to Appendix 1 for examples of Standard Guerrilla
Resumes that won jobs.
In a hurry? Need to send a resume to an employer today? Refer to
the resume examples in the downloadable Word ﬁle available through
www.gm4jh.com. Pick one that appeals to you, customize it with your
own information, and voila, you have an “instant” Guerrilla Resume.
➤The Extreme Guerrilla Resume
Now that you’ve assembled a Standard Guerrilla Resume, you’re ready
to take it to a much higher level by creating an Extreme Guerrilla
Resume.
Remember! This format is very aggressive. You should send it only
to senior executives who can either hire you for an existing job or
who can create a new position just for you.
Do NOT send an Extreme Guerrilla Resume to anyone in the hu-
man resources (aka “Hiring Resistance”) department or anyone elsebut a person with the authority to hire you. Why?

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
Resume Writing and Cover Letter Boot Camp ➤113
Human resources types, administrative assistants, and other “gate-
keepers” simply won’t know what to do with this style of resume—it
breaks too many rules. While every company “claims” to want to hirebold, courageous leaders (that’s really just the president speaking),
rank-and-ﬁle staff rarely want to hire people better than themselves.
T o recap, your Extreme Guerrilla Resume has all the components
of the Standard Guerrilla Resume, plus o n eo rm o r eo ft h ef o l l o w –
ing (the more you include, the more powerful your ﬁnished product
will be):
1.Proof section (mandatory),
2.Grabber statement at the top (optional ), and
3.Career driver section ( optional ).
Ready? Let’s start with the …
Proof Section (Mandatory)This part runs down the left-hand side of your paper, below your
name. It should be about 1 inch wide and it will include third-party
information to “prove” you are a candidate every sane employer wouldwant for his or her team.
What goes in here? The 2 best things you can include are:
1.Logos of past/current employers or clients. Doing so lets you
piggyback on the value of company brand names. It’s called
thehalo effect and it sets your resume apart.
Essentially, you’re borrowing the credibility associated
with that company. The opposite is also true, so be carefulhow quickly you claim Enron as a customer, for example. You
know who the most-respected companies in your industry are,
so try to ﬁnd a valid reason to insert their logo in your resume.You can often download logos from company web sites—that’s
the easiest way to do it. Simply save them to your computer
and insert them in your resume.
2.Quotes from people familiar with your work. These serve as
mini-testimonials and are very powerful. You can get themfrom past/current managers, clients, suppliers, college profes-
sors, newspaper or magazine articles about you—anyone who’s
seen you doing what you want to do in your target job. You canalso lift quotes from personnel/annual reviews of letters of ref-
erence. Obvious warning: don’t ask anyone for a quote whom
you don’t want to know about your job search.

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
114➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
GUERRILLA TIP
If you need help setting up your page so that you can in-
clude this “proof” section, refer to the Extreme Guerrilla Re-
sume Master T emplate in the downloadable Word ﬁle availableat www.gm4jh.com. Open the Master T emplate and simply paste
your quotes and/or logos down the left side of the document.
When it comes to quotes, you must have written versions
of any material that you quote from to back up your claims.Never, ever include a quote that you cannot verify in an e-mail,
performance review, letter of recommendation, or other writtenformat.
Refer to the Extreme Guerrilla Resume example for Mark
Smith, or the other examples in Appendix 2 to see how theselogos and quotes can be used.
Grabber Statement (Optional)This section at the top of your resume is supposed to—yes, you guessedit—grab a reader’s attention from the get-go and compel him or her
to keep reading.
Your grabber can be a dictionary deﬁnition (rainmaker for a sales
pro or catalyst for a manager, for example) or a brief testimonial from
someone familiar with your work.
Example: Mark Smith’s grabber from his Extreme Guerrilla
Resume in Chapter 3 has this dictionary deﬁnition at the top:
rain·mak·er— One whose inﬂuence can initiate progress or
ensure success
Did this get attention? You better believe it.
Was Mark able to back up this rather bold claim? You better believe
it. And you had better be able to back up any claims you make, too,
whether it’s in your Grabber section or elsewhere.
Here’s another example Grabber statement, from a sales opera-
tions manager who used his Extreme Guerrilla Resume to get hired:
En∗tel/primee∗chy—Becoming actual what was only potential.

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
Resume Writing and Cover Letter Boot Camp ➤115
And here’s the Grabber successfully used by a president/CEO:
cat·a·lyst— An agent that provokes or speeds signiﬁcant change
or action
Keep in mind that, unlike the Proof section, this Grabber section
is optional. If you can come up with something that suits you and that
you’re comfortable using, go for it. If not, leave it out. You won’t lose
points with the employer for leaving it out. You will lose if it’s dorky!
Career Driver Section (Optional)
This third and ﬁnal Extreme Guerrilla Resume component is alsooptional.
Your Career Driver is an aggressively worded statement that comes
right before your Experience section. It’s the part of your personality
and skill set that literally drives your career forward.
Think of it like this: what one thing about you will make
employers ecstatic about their decision to hire you? In other words,why should they hire you? The answer to that question is your Career
Driver.
Here’s an example:
Career Driver
T aking the surety of success, the passion to succeed, and the deft
handling of economic drivers to build great organizations.
Here’s another:
Career Driver
Inspiring and leading teams to develop breakthrough products,
which solve customer demands and have real commercial value
in the global market.
It’s easier to show you how all these elements ﬁt together than it
is to describe it. So please take a moment now to view the example
Extreme Guerrilla Resumes you’ll ﬁnd in Appendix 2.

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
116➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
After you’ve reviewed the examples, decide which formats and
wording are most attractive to you. Then, consider including those in
your own Extreme Guerrilla Resume.
And, as we’ll explain in Chapter 8, be ready to bring a longer
version of this resume to the job interview, if asked. Some managersor human resource types may ask to see more information to ﬂeshout your Experience section, and this is a simple matter to provide,
once you have the Extreme Resume framework in place.
As with the Standard Guerrilla Resume, if you need to send a
resume to an employer today, refer to the resume examples in thedownloadable Word ﬁle available through www.gm4jh.com. Pick one
that appeals to you, customize it with your own information, and youhave an “instant” Guerrilla Resume.
șGRAPHICS THAT ADD PUNCH TO YOUR RESUME
Advertisers use their knowledge of human nature to evoke emo-
tional responses from you like cool, sophisticated, comfortable, and
secure—that’s what prompts your buying decision. You don’t buy a
car because it’s made of metal and glass. You buy it because of the
way it makes you feel. You can motivate a hiring manager to actionthrough the clever use of 3 types of graphics:
1.Logos: The advertising industry knows all too well that a picture
is worth a thousand words. T oday we buy the value implied byour favorite brands, and employers do the same! Do you buygeneric beer—clothes—cars? Not likely. Put your employer’s
logo on your resume if the company has a good reputation.
2.Symbols: One million dollars is less likely to be noticed than
$1,000,000. Numbers and symbols jump off the page so use $,
%, not dollars or percent.
3.Charts: A graph adds visual appeal and is ideal for demonstrat-
ing any type of quantitative improvement.
GUERRILLA TIP
➤The purpose of graphics is to draw the reader’s attention
and lend credibility.
➤They need to be in line with your accomplishments.
➤Use logos and product pictures sparingly.

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
Resume Writing and Cover Letter Boot Camp ➤117
șGUERRILLA PROOFREADING CHECKLIST
Print this page for easy reference. Then, proofread your resume for
each section below. Check the box after completing each task, just like
a pilot does before takeoff:
/squareContact information: Verify that your name, address, ZIP code,
and phone are correct.
/squareE-mail address: Use a personal e-mail on your resume, not one
from work. Besides looking unprofessional (readers will as-
sume you’ll use company time to look for a job again afterthey hire you), it’s dangerous to get e-mail at work about ca-
reer opportunities. Employers often have the right to read any
e-mail that comes to your work address. Furthermore, make
sure your personal e-mail address is notsomething like hot-
stuff@aol.com or gameboy111@msn. If you need to get a new
e-mail that looks professional, do so. And put some thought
into it. Best yet, put in your LinkedIn personalized URL so
they will check out your online portfolio.
/squareFacts and ﬁgures: Check all years and numbers in the resume
and cover letter. Do they add up? Are they consistent?
/squareClarity and content: Read the resume aloud for awkward, miss-
ing, or extra words.
/squareSpacing: Make sure the space between each sentence and sec-
tion is the same.
/squareSpelling: Use your word processor’s spell checker and then read
it yourself. Most misspelled words occur in the headings andin the names of software and companies.
/squarePunctuation: Read the resume backward, looking for missing or
incorrect punctuation, such as commas, dashes between dates,
apostrophes, and so on.
/squareLayout: Are the upper and lower margins even and pleasing to
the eye? Is there white space throughout the document, or isthe text too dense? Print the resume and show it to friends for
their comments.
șSELLING YOUR VALUE-ADDED ADVANTAGES
What’s your personal 2-for-1 strategy? Why should an employer hire
you over the next equally qualiﬁed person? You can bet that in the
United States today there are thousands of people who have skillssimilar to yours.

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
118➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
Don’t get me wrong. I’m sure you’re well qualiﬁed, and I really
am on your side, but you have to know that you’ll have competition
for every job you go after. Your competition will come in 3 forms:internal candidates, external candidates, and the status quo. You will
need to convince interviewers that hiring you will get them to their
desired future result better than any other option. Doing nothing is avery viable option, especially for people in middle management who
are risk averse.
So, back to my question—why you?
As a job hunter, if you understand that you are likely to have
competition for a coveted position, you can leverage other skills toappear more qualiﬁed. You do this by selling your personal value-added qualities, and everybody has one or more.
TheAmerican Heritage Dictionary of the English Language deﬁnes
value-added as: adjective—“Of or relating to the estimated value thatis added to a product or material at each stage of its manufacture or
distribution.” In short, it is something added to a product to increase
its value. In this case, the product is you.
Your value-added is a skill, life experience, or attitude that when
added to your basic qualiﬁcations gives you an advantage over thenext candidate because you exceed the employer’s expectations for
the position. For example:
➤Nurses who have had active combat training could have an
edge on other candidates applying for an emergency room job at a
hospital because they’re already acclimatized to the environment.
➤An engineer who has graduated from T oastmasters, or a sim-
ilar public speaking program, could have an edge because he or
she can also be a spokesperson for the company.
The preceding job hunters added an unexpected but welcome di-
mension to the job because they highlighted their value-added in
their cover letter and later in the interview. In essence, they shifted
the interviewer’s focus to areas they knew others were not likelyto have.
On a more personal note, my wife was selected for a job as a
drug and alcohol education supervisor by focusing her cover letter,
resume, and interview around her military experience. The fact that
she has a degree in psychology and ran several addiction centersqualiﬁed her for the job. But I’m convinced she was chosen because
the selection committee knew she had the self-discipline to create the
course material and the presence to deliver it.

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
Resume Writing and Cover Letter Boot Camp ➤119
Your value-added can come in the guise of:
➤Complementary skills
➤Alumni
➤Attitude
➤Industry contacts
➤Domain expertise
➤Complementary Skills
For example, a nurse who becomes a doctor could leverage her bond
with nursing staff when managing a medical team.
➤Alumni
I can’t count the number of people who have speciﬁcally asked me
to recruit Wharton or Harvard grads because they would have experi-
enced the discipline needed to graduate from those institutions.
Microsoft recruits engineers from the University of Waterloo be-
cause many employees are alumni. Want to know what happenedto all those high achievers you went to school with? Surf over to
www.classmates.com and start networking.
➤Attitude
Employers understand that passionate employees outperform nor-
mal employees 10-to-1. Passion is a simple cost/beneﬁt equation and
qualities like drive, ambition, and vision tend to come as part of thepackage. Here’s an example:
Fresh from T eachers College and two thousand miles from home,my younger sister Monica decided to apply for a coveted position
as a kindergarten teacher. She did her homework. She briefed
me on the highlights of the six-hour interview, and I asked whatquestions they asked her. She replied, “Well not many really… .I
asked most of them …. I started by saying I was not very experi-
enced at interviewing so did they mind if I asked a few questions
…and the time just ﬂew …we talked about best practices, ed-
ucational philosophy, and the work ahead of us.” I roared with
laughter. Monica’s passion was evident by her preparation. Mon-
ica is the most passionate teacher I’ve ever met—it shows in the
eyes of her students’ parents and the hearts of her students.

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
120➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
➤Industry Contacts
Time is money, and if you can leverage your industry contacts to get
up and running in a new job faster than the next candidate, all thingsbeing equal, you will be hired. Your contact list is very valuable. Are
you leveraging it correctly?
➤Domain Expertise
For a job hunter, domain expertise is knowledge and experience that
has been acquired through a track record that represents a core com-petency in a speciﬁc technical area or marketplace (e.g., you could
be a property manager who understands everything there is to know
about HV AC systems, which in the building facilities industry makesyou worth your weight in platinum).
Domain expertise is a hot commodity for headhunters. Someone
in banking could be a success in insurance or ﬁnancial services. Sales
professionals in the technology industry often have both domain ex-
perience and speciﬁc industry contacts, making them more valuablethan the next candidate.
GUERRILLA TIP
This “new economy” and relentless cost-cutting place greatstrains on the ability of managers to pick those few candidates
who can provide them with the value they need to stay alive.
Since top people knock on the door daily, you need to:
➤Differentiate yourself by demonstrating you bring more
to the job.
➤Highlight your complementary experience in your cover
letter.➤Exploit alumni points of reference.
➤Leverage your domain expertise.
If you did something like the following, say it:
Proposed and presented in-house training so that shippers would
avoid mixing heavy and delicate items. Reduced product damage
and customer complaints by 95 percent.
This shipping clerk is thinking, acting, and communicating like a
manager and will be on top of any good hiring manager’s resume ﬁle.

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
Resume Writing and Cover Letter Boot Camp ➤121
șTHE ONLY COVER LETTER YOU WILL EVER NEED
What does your cover letter tell employers about you? The one-size-
ﬁts-all form letter addressed to “Dear Sir/Madam,” tells employers that
you’re too lazy to do a little digging to ﬁnd out who should receive
it and that you’re not the type of person who is willing to go theextra mile when necessary. Think I am a little harsh? I’m not. If you
remember nothing else, remember this—a cover letter with a proper
salutation is essential—always!
A cover letter is a personal sales letter, and all good sales letters
keep the reader’s interests foremost. Correctly researched and written,your cover letter is your best opportunity to tap into an employer’s
hopes and fears. Your cover letter is your opportunity to go beyond
the resume and its focus on the past and target what employers caremost about—themselves.
Put yourself in the employer’s shoes. Your resume may be one of
several dozen or even several hundred they have to read. Most em-ployers will quickly separate those resumes that deserve a full read
by reading the cover letter ﬁrst. The cover letter is a screening device,
but beyond that there are more important reasons employers like acover letter:
➤It tells them why you are interested in “them”—remember it’s
not about you, it’s about them.
➤It demonstrates to them whether you can write succinctly and
express yourself—a vital skill for modern managers.➤It provides a snapshot of your accomplishments as they per-
tain to their needs, thereby answering their biggest question—can
you ﬁx my problem?
The goal of your cover letter is to convince that initial reader to
select you for an interview. Your letter and resume may travel through
many hands before they reach a hiring manager’s desk, so put your
best foot forward right from the start. This is your last opportunityto stand out from the crowd. Make sure you tell employers what’s
in it for them right up front. Make it clear and compelling that not
interviewing you is an opportunity lost.
Initially, hiring managers don’t know who you are, nor do they
care for that matter; they have a problem to solve or an opportunity toexploit—and you are either the solution or you aren’t. You can be the
most competent person in your ﬁeld, but if you can’t connect your
skills to their needs, you will go undiscovered. Make them believe thatyou can help them achieve their goals and they will interview you.

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
122➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
Here is an example of a Guerrilla Cover Letter for you to read:
EXAMPLE GUERRILLA COVERLETTER
g1Dear Mr. Smith,
g2You have great technology and a great market opportunity.
Now it’s time to build a great company. That’s why we should
meet. I could tell you that I am an exceptional executive andleader, but why not let the facts speak for themselves?
g
3Here are a few of the successes I have achieved before and
can achieve again for you:
ABC Corp.—From $0t o$40 million in 5 years. As co-founder
and then eventually president, I was instrumental in growingABC Corp. from 3 employees to more than 350 in 10 locations,
with revenues of more than $40 million.
EFG Mega Corp.—From $0.69 USD per share to $7.10 USD in 2
years. I joined as vice-president, North American Operations,just as 7 consecutive quarters of losses had driven the share
price down to $0.69. I delivered 8 consecutive quarters of
proﬁt and increased earnings, helping take the stock to a
high of $7.10 before the company was acquired.
XYZ, Inc.—From start-up to strategic acquisition in 4 years.
Starting as chairman and then as CEO, I successfully pack-
aged and promoted XYZ Inc., resulting in the company’s ac-quisition by Bigger Systems.
g
4I think you get the idea: I have repeatedly outperformed
in the face of startup, turnaround, and growth challenges.
I have done this in diverse markets and tough economic con-
ditions, generating hundreds of millions of dollars in sales. Ihave developed a rare combination of experience, vision, and
leadership—and that’s exactly the combination your com-
pany needs to achieve its full potential.
g
5I will call you T uesday, June 10, at 8:30 AMto arrange a time
for the two of us to talk. If this is not a convenient time,
please ask Ms. Jones to call me and suggest an alternative.
Thank you,
g6Bob Smith
www.bobsmith.combobsmith@bobsmith.com
212-555-1212

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
Resume Writing and Cover Letter Boot Camp ➤123
Now, here’s that Guerrilla Cover Letter dissected, for you to ana-
lyze and emulate:
1.Salutation—Addressed to the hiring manager, by name. Do
whatever it takes to get the name of the person with the
authority to hire you.
Great grabber. He’s got my attention.
2.–4. The “Here’s What I Can Do for You” part. The 3 bullets here
demonstrate that he can do a startup, a turnaround, and suc-
cessfully position a company for sale. He has prioritized hismost important points and done the thinking for the reader.
Here he implies that there is more and hints that you should
read the resume.
5.Just in case you don’t call him ﬁrst, he tells you when he isgoing to call.
6.His contact info is readily available.
Is this letter too bold? No way. As an executive search professional,
I would call straight away.
Keep this distinction in mind: if you talk about how you took a
company from $0t o$40 million in 5 years at a neighborhood bar-
beque, you are bragging. But if you do it in your cover letter andresume, you are smart—and perfectly justiﬁed.
Employers respect take-charge, get-it-done, self-assured individu-
als. And this cover letter is all of that.
You can modify this Guerrilla Cover Letter for different uses, too,
usually by slightly changing the ﬁrst and last paragraphs.
For example, this paragraph:
You have great technology and a great market opportunity. Now
it’s time to build a great company. That’s why we should meet. Icould tell you that I am an exceptional executive and leader, but
why not let the facts speak for themselves?
Can become:Does one of your clients [clients can be changed to colleagues
for networking purposes] have great technology or a tremendous
market and need to get traction quickly? If so, then perhaps you
and I should meet. I could tell you that I am an exceptional exec-
utive and leader, but why not let the facts speak for themselves?
I guarantee you this opener will elicit a return call from a recruiter
or a colleague if they know of an opportunity.

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
124➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
➤Other Ways to Open Your Guerrilla Cover Letter
Here are 3 other ways to open your Guerrilla Cover Letter, listed in
order of effectiveness:
1.Personal reference: “Bill Smith from [ABC Corp.] suggested I
contact you because …”
This is one time that it is okay to drop a name, especially
if the hiring manager thinks highly of Bill. Be sure to let Billknow that you’re doing this, of course, and ask him for any
insider information he may have about the hiring manager.
This can help you make a great ﬁrst impression if you get thecall to interview.
2.Reference to an article or speech: “Your article on customer ser-
vice in the February 27, 2009, Business Journal was excellent.
As a matter of fact, I have used 3 of your techniques to increase
revenues 65 percent in my 5 years managing client relations
for National Widget Corporation. In addition, I have found2 other methods to be helpful, including one that rescued a
$3.4-million account.
“Perhaps we should meet? I could tell you that I am an
exceptional executive and leader, but why not let the facts speakfor themselves?”
I usually do this when I can’t ﬁnd a personal connection
any other way. In the end, no one really cares about what you’ve
read, but if you quickly segue into discussing how this newsmade you think that you can contribute to the organization,
then you’ve got a strong opening.
Also, if the person mentioned in the article didn’t write it,
I try to connect with the writer ﬁrst to get background info. Iusually search Google or Elyion.com. Either way it’s surprising
what you can discover. On several occasions, I’ve even called theauthor of an article when the person appeared in an interview
in the business section of the newspaper. Reporters are great
resources.
3.Question or headline: “How often have breakdowns in infor-
mation technology cost your business time and money? I canhelp.”
I love this approach and use it when all else fails because
it’s still a strong opener. I adopted it from T ony Peranello’sbook, Selling to VITO (VITO stands for Very Important T op
Ofﬁcer). The book is a brilliant primer on booking appoint-ments. It masterfully explains how to draw attention to your

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
Resume Writing and Cover Letter Boot Camp ➤125
accomplishments in a manner that screams, YOU WANT TO
MEET ME!
As a Guerrilla, you know that you may only have a hiring
manager’s attention for a few seconds, so get to the point. Onceyou have a reader’s attention, you must supply him with infor-
mation that stokes his desire to read more and more until hehas to call you.
Every sentence matters. Every paragraph must connect.
Your thoughts must be crystal clear and written to beneﬁt thereader—not you—so that when you ask for a meeting, he un-
derstands it’s in his best interest.
șHOW TO ASK FOR THE INTERVIEW IN YOUR LETTER
For years I’ve told friends and colleagues to close their cover letters
this way, and it’s worked very well for them. Here’s that example
closing again:
I will call you T uesday, June 10, at 8:30 AMto arrange a time for
the two of us to talk. If this is not a convenient time, please ask
Ms. Smith to call me and suggest an alternative.
Note: You need to get the name of the hiring manager’s assistant
or the person who opens their mail, then put that “gatekeeper’s” name
in the letter. The effect of this is extremely powerful. It tells the reader,
“Hey, this person was motivated enough to ﬁnd out who sets my sched-
ule. If they’re doing clever things like this now, before we’ve even met,I wonder what kind of creative solutions this person might deliver
when he [or she] is on my team?”
How will the hiring manager respond to this “ask for the inter-
view” tactic?
Like the Sex Pistols, asking for the interview in your cover letter
might be loved, it might be hated, but it will always get a reaction.
Speciﬁcally, the hiring manager who reads it might:
➤Throw it out.
➤Call you right away.
➤Ask his assistant to call you and tell you when he’s available.
➤Make a note on his schedule and wait for your call at the
appointed time.

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
126➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
More often than not, he or she will call you right away or wait to
see if you call at the appointed day and time. People who have used
this closing in their letters have reported that the hiring managershave picked up the call on the ﬁrst ring and said, “I was sitting here
waiting to see if you would call.” As you can see, it’s vital that you
follow through on this.
If the person isn’t there when you call, leave a message stating,
“Sorry I missed you. I will be waiting for your call back between [givea speciﬁc time span] today.” If this doesn’t work, call his assistant andask to schedule a call or meeting. If he is at all interested in you—and
he should be because you researched his needs ahead of time—he
will call.
șBONUS! ONE UNUSUAL WAY TO END YOUR
GUERRILLA COVER LETTER
Here’s a quirky, unusual and, for true Guerrilla Job Hunters, excellent
way to end your cover letter—include a P .S. at the end, after your name
and signature.
Let me explain.
Go open your junk mail right now (or ﬁsh it out of the trash). By
junk mail, I mean all those letters that try to sell you credit cards,magazine subscriptions, 10 CDs for a penny, and so on. Look at thebottom of each sales letter. What do you see? Ninety-eight out of 100
times, you’ll ﬁnd a P .S. at the end.
Why? Because over the past 100 years, direct-mail copywriters have
found that a P .S. almost always gets read. So they put a compelling salesmessage where they know it will be seen—in the P .S. at the end of the
letter.
You can increase the number of calls you get from employers—by
including a provocative P .S. at the end of your Guerrilla Cover Letter.
All you have to do is think of the one statement you absolutely,
positively want hiring managers to read. Then stick it in your P .S.
Here are 3 examples to get you started:
1.P .S. If you do not have a current need, please pass my resume
on to someone who wants to turn a $400,000 loss into $800,000
proﬁt in 2 years, as I did for my current employer.
2.P .S. Please call me at (612) 555-0000 to ﬁnd out why my super-
visor recently said: “I have absolutely nothing but great things
to say about Dan. His strengths are troubleshooting problems,

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
Resume Writing and Cover Letter Boot Camp ➤127
taking care of situations in a timely manner, and always being
willing to go the extra mile …. Dan is a great team player.”
3.P .S. If you don’t see a ﬁt at this time, please pass my resume
on to someone who needs to increase qualiﬁed deal ﬂow by
more than 300 percent and sales closing ratios by more than
25 percent, as I have repeatedly done.
T ake advantage of the fact that people are trained to look for and
read the P .S. in a letter. You will gain an immediate advantage overordinary job seekers.
AW A RS T O R Y
MarkJ.Haluska
In November 2008 I received a phone call from Anthony, who is at the
Director Level in the fast-food (QSR) industry. He asked if he couldsend me his resume. I said, “sure.” The resume was like 99 percent of
all the resumes I get. BORING!
It just so happened that the timing could not have been better
because I just received a heads-up from an industry insider regardinga restaurant organization that is well funded and has an aggressive
growth plan of becoming a $100 million dollar company within the
next 2 to 3 years. I was told they needed someone at the Director orVP level that could lead the operations side of the company.
As a favor to Anthony, but more realistically in my own $elf-
$erving interests, I asked if I could help him do an Extreme GuerrillaResume. He had no idea what that was, but he said, “Sure, you’re the

P1: OTA/XYZ P2: ABC
c05 JWBT105-Levinson April 28, 2009 10:56 Printer Name: Courier Westford, Westford, MA
128➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
expert.” Under my guidance, within 2 days we had the perfect mar-
keting piece.
Now, I’ve never met, much less ever had spoken to, the CFO or
the COO of the company, but with a little networking and research Idid obtain their e-mail addresses. Uninvited, I sent both the COO and
the CFO Anthony’s Extreme Guerrilla Resume. I did blind his contactinformation to ensure the company had to call me if there was an
interest.
Two days later a call comes into my oﬃce from the CFO of that
company. She introduced herself, and said, “How soon can we seethis candidate?” I asked her what she liked about Anthony’s creden-
tials and she replied, “the company oﬃcers looked at his (ExtremeGuerrilla) resume and were simply blown away!” The
firstGuerrilla
Lesson here is that Anthony’s resume looked like everyone else’s. Al-though he is impressive in every respect, his resume certainly did notreﬂect it and it certainly did not scream, “Hire ME!” The
second lesson is
that Anthony was also doing what everyone else does. He was goingdirectly to HR rather than to decision makers. No wonder he had yet
to get any interviews!
Webrokealltheso-called “rules”andwithin1weekofmyfirstcontactwithTony, he
was invited to interview with this company that neither of us had everspoken with, and as I write, these talk’s are ongoing between Tony
and the company.
Contributed by Mark J. Haluska, founder and executive director, Real Time
NetWork, www.rtnetwork.net LinkedIn: www.linkedin.com/in/Mark J.Haluska.

P1: OTA/XYZ P2: ABC
c06 JWBT105-Levinson April 24, 2009 15:27 Printer Name: Courier Westford, Westford, MA
6Chapter
Twenty-First Century
Digital Weapons
If You Build It, They Will
Come for You …
Do not go where the path may lead, go instead where there is no path and
leave a trail.
—R ALPH WALDO EMERSON
So, your resume is done. Your cover letter is complete and you’re
feeling pretty good about yourself. Any employer that reads it will
immediately know that you’ve got the right stuff. Great! Now what?
Resumes, cover letters, and job boards are passive tools for job huntingand require your continuous involvement.
The million-dollar question is, How can you make employers
knock on your door and ask you to interview for a job? How canyou make it easier for employers to ﬁnd you?
British battleﬁeld strategist Liddell Hart summed it up years ago
when he coined the term the indirect approach. It means you don’t
keep banging headﬁrst into the problem—that just makes it worse.
Attacking the trenches head-on in World War I is a tragic example
of the direct approach. Instead, you do something surprising thatmaneuvers around the blockage. In World War II, the Nazi army
used an indirect approach when it attacked through the supposedly
impassable Ardennes Forest and swept around the Maginot Line
129

P1: OTA/XYZ P2: ABC
c06 JWBT105-Levinson April 24, 2009 15:27 Printer Name: Courier Westford, Westford, MA
130➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
behind the French Army. T oday, going around human resources (HR)
and straight to the hiring managers also requires an indirect approach
using the Web.
șDIGITAL BREAD CRUMBS: THE MAGIC OF SEARCH
ENGINE TECHNOLOGY
How do you apply the indirect approach to job hunting? You start
by leveraging the changes in candidate recruiting to your beneﬁt,
and make it easier for people to ﬁnd you. Reading the following
brief history on the evolution of Internet recruiting will be worthyour while.
Despite the softening of the economy in 2009, many employers
reported they were ﬁnding it harder to ﬁnd the right candidates. Manypeople reasoned—and the billion-dollar stafﬁng industry heavily pro-
moted the idea—that the best candidates were already employed.
Right or wrong, passive job candidates became the most prized byemployers. As proﬁt margins were squeezed and sales dropped, the
“war for talent” quickly morphed into the “war for the best talent.”
Search engines and social media sites became the vehicle of choicefor ﬁnding passive candidates.
T oday, you are far more likely to be Googled by a recruiter than
found on a job board. That, or recruiters will track you down throughFacebook, MySpace, or LinkedIn. Keyword searches in “communi-
ties of interest” have replaced the tedious telephone spadework that
recruiters have long used.
That’s great for you as a candidate because having your phone ring
is much better and easier than trying to make someone else’s phonering. One of the secrets to long-term full employment is constantly
being on the radar of potential employers and headhunters.
șBEING EASY TO FIND
In this section, we describe how to use Internet tools that recruiters
rely on, and explain how to use the same tools to bypass gatekeepers
and contact hiring managers.
You should manage your Web presence, or online identity, the
same way you monitor and manage your ﬁnancial credit statement.Make sure you can be found on the Internet and that what’s out there
reﬂects you at your best. Consider the Internet as today’s venue for aﬁrst interview—it is where you make your ﬁrst impression. You never

P1: OTA/XYZ P2: ABC
c06 JWBT105-Levinson April 24, 2009 15:27 Printer Name: Courier Westford, Westford, MA
Twenty-First Century Digital Weapons ➤131
get a second chance to make a ﬁrst impression, so make sure your
Internet presence will get you to the second step.
Admit it, you’ve Googled yourself. Well, keep on doing it, and do
it often, so that you can see what others see if they search for yourname. On Google, you can buy your own name as a keyword, directing
searchers to your blog or web site.
Go to sites like ZoomInfo at www.zoominfo.com where informa-
tion about you is summarized and optimize your summary. Manyof the top recruiting ﬁrms—including myself—and 100s of the For-tune 500 use ZoomInfo to search for candidates. On ZoomInfo you
can actually go in and edit the information, adding missing informa-
tion and correcting inaccuracies. STOP—do this now. If you are not“Zoomable,” you do not exist for 100s of thousands of recruiters who
are looking for people like you every day. These are easy digital bread
crumbs to leave that will bring job offers knocking.
➤Beyond Job Boards and Networking—When Being Passive
Can Be a Good Thing
You know about job boards and you know about networking, but howmuch do you know about recruiting for passive candidates? Some
recruiters think that the best candidates are the ones who aren’t outthere looking, so they use clever tools to ﬁnd people who ﬁt their
search criteria, but who are likely still in a job. How do you make
sure that they can ﬁnd you when they’re looking for someone to ﬁll ajob for which you would be a perfect ﬁt? Make yourself known in the
places they search.
Recruiters hunting for the perfect passive candidate use search
tools like Google and ZoomInfo to locate candidates at competitors’
companies who have the skills and experience they seek. Again, youneed to make sure you can be found, and that might include actually
building a web site and marketing it. Web summaries on sites like
ZoomInfo, as well as blogs, provide personalized URLS that can beused as crawlable homepages on the Web and are good opportunities
to showcase your work and interests (more about this later in this
chapter).
șDIGGING INTO THE WEB TO GET TO
HIRING MANAGERS
When you’ve struck gold and actually see a perfect job advertised,
or you’ve found the perfect company and no jobs are listed, the HR

P1: OTA/XYZ P2: ABC
c06 JWBT105-Levinson April 24, 2009 15:27 Printer Name: Courier Westford, Westford, MA
132➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
department isn’t the only avenue in. ZoomInfo allows you to click
on its advanced search link and search by company. T o reﬁne the
search, they offer an on-demand product where you pay per search toreﬁne the target list by company, job title, location, and other areas
of specialization. Make sure you open your search process to include
all the tools available to you and take advantage of those that havealready been used by leading employers; which of course means going
to Facebook, MySpace, and LinkedIn to see:
➤If the company has a corporate page and who’s connected that
you may know
➤What jobs they have listed there
➤If they have an alumni page
Don’t forget virtual sites like SecondLife.com and the virtual job
fairs like those held through the Wall Street Journal. You don’t have to
get dressed up and you can visit the site on your own schedule.
WARNING
Only read the following section if you want employers and head-
hunters to ﬁnd you and offer you the best jobs before anyone
else. I am serious. You will always be one of the ﬁrst people thatthey call when they have an opportunity. If you’re naturally shy
and can’t handle being popular, don’t read any further. Here are
3 unconventional weapons to heighten your visibility. Buildingthem is easy and there are lots of shortcuts for smart guerrillas:
1.Your personal web site
2.Your blog
3.MySpace and Facebook
I put them in this order because of their usefulness, ease
of construction, and control. You can control the ﬁrst three.
MySpace and Facebook accounts, while free, are subject to each
site’s particular terms and conditions, which, if you violate, can
have your site taken down. I also ﬁnd there are a lot of people
who cannot stay off their MySpace and Facebook account oncethey’re on it, which will reduce the effectiveness of your job
search.

P1: OTA/XYZ P2: ABC
c06 JWBT105-Levinson April 24, 2009 15:27 Printer Name: Courier Westford, Westford, MA
Twenty-First Century Digital Weapons ➤133
GUERRILLA INTELLIGENCE
Employment 2.0
James Durbin
As the wave of information unleashed by the Internet continues
to overwhelm recruiters, your ability to stand out in the online
crowd adds a new dimension to job seeking. It’s no longer good
enough to be a good or great employee. Broadcasting your abili-ties in search engines and social media sites, even when you’re
not ready to switch jobs, is something you’ll need to learn.
The good news is that small actions you take now can help
insulate you from the turmoil of the job market. Building acomprehensive online presence now gives you the advantage in
both current and future searches.
Here is your Must Do List for Employment 2.0:
1.Sign up for LinkedIn. LinkedIn is a social networking
service that allows recruiters to search for you by title,
school, company, and geographic location. T ake the timeto fully complete a winning proﬁle, reach out to a few
friends, and accept invitations when they are offered.
Also make sure your LinkedIn URL is attached to youre-mail signature. Having a LinkedIn proﬁle is like wear-
ing a Rolex in a hotel bar: it says you’re looking without
having to be obvious about it.
2.Update your online directory info at ZoomInfo, Naymz, andJigSaw.
3.If you have a blog, post on it frequently with your name and
title. Add descriptors like your current projects, technical
expertise, and examples of anything you have done that
shows up in the public record. Add conferences, meetings,
user groups, and leadership positions in the community.
Be speciﬁc with your expertise—try to imagine what arecruiter might type into a search engine. Put in niche
software you have used, complex projects you have run,
and descriptions of your certiﬁcations. The goal is to beobvious, but not too obvious.
(continued)

P1: OTA/XYZ P2: ABC
c06 JWBT105-Levinson April 24, 2009 15:27 Printer Name: Courier Westford, Westford, MA
134➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
4.If you don’t have a blog, offer to guest post at blogs that
discuss your industry and your metro area. T ake advantage
of their search engine ranking to put your name within
easy reach of a Google Search for your industry.
5.Write articles for trade publications, newspapers, and thelocal company newsletter. Recruiters seek out expertise,
and someone who is published is going to have a betterchance of getting noticed than someone who keeps his orher expertise conﬁned to the company e-mail.
6.Sponsor or start a networking event for your specialty inyour local area. The truth about networking groups is the
most beneﬁt goes to the people who start the group. Why
not make that you?
7.Go to Ning.com and search for industry sites in your area.Even if the group isn’t active, a complete proﬁle with con-
tact information will be a big fat target for a researcher.
8.Get involved in online discussions about your industry. This
is the single best way to showcase what you know withoutactively asking recruiters to call you. If you aren’t cur-rently looking, take an hour a month to look for discus-
sions where you can answer questions and demonstrate
your expertise. If you are looking, make it an hour a day.LinkedIn Answers, Yahoo Answers, industry forums, and
Google Groups are all good places to start.
These suggestions are all good, but the most important piece
of advice I can give you is to set aside your fear and your pride
and start immediately. You spend most of your time doing yourjob, and the danger is that you’ll ﬁnd yourself siloed within
your organization at the worst possible time. The truth about
networking is you need to do it before you want to see results.Trying to jump-start a job search is a lot harder when no one
knows your name. Following these steps will make you easy to
ﬁnd online, and they’ll also sharpen your abilities and reputa-
tion in your current position. If your corporate recruiter keeps
ﬁnding you when looking for that next executive position, thecall you get might be from the inside.
James Durbin, The Social Media Headhunter www.socialmediaheadhunter.com,
LinkedIn: www.linkedin.com/in/jimdurbin/.

P1: OTA/XYZ P2: ABC
c06 JWBT105-Levinson April 24, 2009 15:27 Printer Name: Courier Westford, Westford, MA
Twenty-First Century Digital Weapons ➤135
➤Your Web Site
Building your web site is simple. You already have most of the content.
Nontechies (us normal people) shrink at the thought of creating aweb site because it’s complicated. That doesn’t have to be the case.
For years, I have been referring people to 3 great sites where you can
buy a ready-made template that you can customize to ﬁt your ownneeds.
The ﬁrst is T emplatemonster.com at www.templatemonster.com.
Historically, the advantage of using a template has been that you save
time by not needing to master the technology ﬁrst, but you do it at
the cost of good looks. Frankly, looks matter. If a web site doesn’t lookgood, people will not bother with it. CEO David Braun has assembled
a top-notch team of graphic artists who build and release up to a dozen
new templates every day. These sites are pure eye-candy and cost aslittle as $25. Guerrilla, you can’t beat that.
T wo other options include 1and1.com and Godaddy.com These are
superb resources. In both case you can choose a template and publishit to the Internet in minutes through their online, menu-driven, self-
serve web site. The content is all you need to provide.
However you choose to get your site up and running, here are the
major sections you need to include:
➤Home page
➤Contact page
➤Resume or experience page with all your resumes on it:
Guerrilla, Extreme, ASCII, and so on
➤Interests or links page
➤Any optional pages you deem appropriate
The content of those pages must do the following:
➤It should engage the reader.
➤It must present a clean professional image.
➤Be consistent. It should present the same brand you are trying
to achieve with your resumes and cover letter.
➤It should have a call to action—you need to tell readers what
to do next or, at the very least, make it easy for them to contact
you.
➤If you write a blog, there should be a link to it.

P1: OTA/XYZ P2: ABC
c06 JWBT105-Levinson April 24, 2009 15:27 Printer Name: Courier Westford, Westford, MA
136➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
If you want to be seen in the best possible light as a potential
employee, then your web site should not:
➤Appear folksy or cute
➤Link to any questionable web sites of a religious, political, or
sexual nature
➤Have pictures of you and your family—especially young
children—because you don’t know who is looking at the site and
for what reason
➤Have your home address
➤Make mention or hint of your marital status
➤Your home phone number (get a second line or make them
use e-mail)➤Any personal information of any kind that could lead to iden-
tity theft such as your Social Security number or driver’s license
number
Recruiters (whether they be the employer’s or a headhunter)
search the Internet for keywords. If you have a “Projects” section, you
need to have hyperlinks that connect as described in the e-resumesection, with links to:
➤Your current and past employers
➤Associations you belong to
➤Articles in which you or your project are mentioned
➤University and colleges you have attended
➤Special certiﬁcations you have received
➤Anything else that would prompt a call or inquiry from a
curious recruiter
Most of the content for your web site will come straight from your
resume. Keep your writing short and tight. The site’s purpose is to
prompt the reader to call you, not to answer all questions.
Darryl Praill’s site is a great example (see Figure 6.1). It’s engag-
ing, informative, and bold like the man himself. See what he’s donethat you might incorporate in yours.
➤Your Blog
A blog is a powerful addition to your web site.
Ablog is an electronic journal that has been made available on
the web for others to read. The activity of updating a blog is blogging,

P1: OTA/XYZ P2: ABC
c06 JWBT105-Levinson April 24, 2009 15:27 Printer Name: Courier Westford, Westford, MA
Twenty-First Century Digital Weapons ➤137
Figure 6.1 Darryl Praill.
and someone who keeps a blog is a blogger. Blogs are typically up-
dated using software designed for people with little or no technical
background.
Your strategic use of a blog can make you a prime target for em-
ployers and headhunters. Why? Because you’re making it easier forpeople to ﬁnd you on the Web. Just think of it: no more waiting foryour blue-haired Web designer to update your site. You can post to
your blog yourself. Having your own blog gives you credibility and a
forum to demonstrate your expertise. If you’re not an expert, you canbecome the oracle by linking to other bloggers, articles, news sources,
and web sites. You build your credibility by highlighting what others
are doing. For example, if your goal is to be hired as a teacher, youcan talk about the latest developments in K-12 or ADHD.
Best of all, blogging can be done for free. Check out these sites to
start your guerrilla job-hunting blog:
➤www.typepad.com
➤www.wordpress.com
➤www.blogger.com
If you are not certain what to write about, then go to
www.blogsearch.google.com and look at what other bloggers are do-
ing. BlogSearchGoogle.com will allow you to keyword search any sub-
ject. (There’s that term again—You should get used to hearing itbecause ﬁnding things on the Web—and being found on the

P1: OTA/XYZ P2: ABC
c06 JWBT105-Levinson April 24, 2009 15:27 Printer Name: Courier Westford, Westford, MA
138➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
Web—relies on understanding how to exploit keywords.) Fire up your
Web browser, surf over to www.blogsearch.google.com, and enter the
keywords that are relevant to your area of expertise. In fact, whileyou’re there, create a Blog Alert [on the left-hand side of the screen].
Now, read what other people are writing about. It is that easy.
From a personal branding perspective, your blog is a billboard on
the Internet. Use it to get people to stop at your web site, read yourresume, and call you for an interview. Blogging can help you ﬁnd a
j o bi nt h ef o l l o w i n gw a y s :
➤Increase your visibility because search engines love blogs.
➤Demonstrate your critical thinking and communication
skills, which employers look for.
➤Establish and legitimize you as an expert in the ﬁeld/function
you want to be recruited into.➤Brand you as informed and savvy.
➤Invite discussions and inquiries.
Being easy to ﬁnd is the ﬁrst step in securing your career future. If
you do it correctly, you may never need to go looking for a job again
because you’re making yourself easy to ﬁnd. Being found is what you
want; it enables you to market yourself 24 hours a day at little or no
cost. Make certain to link your blog post to your web site, LinkedInaccount, Facebook, and/or MySpace account. T ype pad will do this
automatically for you with the widgets (mini applications) available
on its site.
Does this work? Adam Swift started a blog on mixed martial arts
in his spare time while completing his law degree. Mark Cuban foundhim, bought the blog www.mmapayout.com, and acquired Adam inthe process.

P1: OTA/XYZ P2: ABC
c06 JWBT105-Levinson April 24, 2009 15:27 Printer Name: Courier Westford, Westford, MA
Twenty-First Century Digital Weapons ➤139
AW A RS T O R Y
Adam Swift
During my second year of law school, I realized I didn’t want to be a
lawyer. I had always had a passion for sports business, particularly for
the promotional aspects of professional wrestling as a child, and latermixed martial arts (MMA). Since I had entered law school, MMA had
exploded into one of the fastest growing sports in the world. I decided
to give it a shot and began mailing resumes and making phone calls
to the leading companies in the industry. After months of frustrating
cold calling, I realized that if I was going to land my dream job, it wasgoing to take a more nonconventional approach.
I read
Guerrilla Marketing for Job Hunters over the summer before my ﬁ-
nal year of law school. One of the strategies discussed was the use ofblogging in order to demonstrate expertise and become more acces-
sible to headhunters. I decided to implement this strategy by starting
a blog dedicated to the business of MMA. I’ve always enjoyed writingand ﬁgured that at worst I would ﬁnd a fun hobby.
MMAPayout.com was born in September of 2007. It didn’t take
long for the blog to develop a following and start to produce net-working opportunities. My timing couldn’t have been better because
almost simultaneously a contract dispute broke out in the UFC, allow-
ing me the chance to put my legal education to work. The exposureI gained covering that story generated some professional writing op-
portunities with magazines. I was able to parlay that into more net-
working opportunities and even a little side cash.
By the spring of 2008, I was being sought out by the
NewYorkTimes
andWashington Post for my expert opinion. I had also begun receiving
feelers from various employers about potential job opportunities. The
site even produced a fairly lucrative part-time consulting practice and
I counted among my clients a billion-dollar public corporation.
Shortly before graduation, about 9 months after I started blog-
ging, I accepted a position with Mark Cuban’s HDNet Fights as man-ager of Marketing Alliances. Mark and Andrew Simon, the CEO of thecompany, had become familiar with me by reading my blog.
Adam Swift is the manager of Marketing Alliances of HDNet Fights
(www.hdnetﬁghts.com), one of the leading MMA organizations in the country,founded by Mark Cuban.

P1: OTA/XYZ P2: ABC
c06 JWBT105-Levinson April 24, 2009 15:27 Printer Name: Courier Westford, Westford, MA
140➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
GUERRILLA TIP
Don’t bad-mouth your current or former employers; it could cost
you your current job, and it certainly could turn off prospective
employers. The point of blogging is to get a job, not lose a futureopportunity.
➤MySpace and Facebook
MySpace has more than 200 million users. If MySpace was a country
it would be the ﬁfth largest in the world. More than 25 percent of
all Americans are on MySpace. On average, 300,000 people sign upto MySpace every day. Do you think recruiters are using it to ﬁnd
passive job hunters? You bet. They use MySpace and Facebook with
equal regularity.
I can hear you saying, “Geez, Dave, this is a lot of work,” and you
are right, but there are a few tricks you can use to decrease the timeit takes to be found and it is still a lot faster than looking for a job theold fashioned way. Remember, thousands of recruiters and employers
may be looking for you right now and, if they can’t ﬁnd you, your
next job may go to a lesser qualiﬁed, more Internet savvy individual.It doesn’t have to be. First, you already have most of the informa-
tion you need to start a Facebook or MySpace account. Just recycle it
from your resume, blog, and web site. Make sure that each Web pres-
ence you create links to all the others because this increases your
ranking in Google and moves you to the top of the list. Invite yourfriends and colleagues, current and past. Join groups that are in line
with your professional interests.
Last, check out the employers you are targeting by searching
for their corporate proﬁle on MySpace and Facebook. If you go toAlexa.com, you can see who has the most trafﬁc of MySpace, Face-
book, Monster, and CareerBuilder. Can you guess? Try it!
GUERRILLA INTELLIGENCE
T argeted Advertising with Facebook
Willy Franzen
Traditional career experts will tell you that “job wanted ads”
never work. “It’s been done a million times, and it never delivers

P1: OTA/XYZ P2: ABC
c06 JWBT105-Levinson April 24, 2009 15:27 Printer Name: Courier Westford, Westford, MA
Twenty-First Century Digital Weapons ➤141
results.” If you asked about Facebook as a job search tool, they
would probably tell you that your embarrassing pictures fromcollege can only cause trouble. “It’s a good way to lose your job
or never get hired in the ﬁrst place. Stay away from it.” This
well-meaning advice is dead wrong.
As a business owner, I’ve used Facebook’s targeted advertis-
ing platform to bring college grads and internship seekers tomy web sites. Since Facebook allows advertisers to target theirads to individuals at a given workplace, I’ve also dabbled in us-
ing the advertising to reach employers who might be interested
in advertising jobs on my web site. I quickly realized that job
seekers can also use Facebook to target employers. T o test my
idea, I organized an experiment with 5 recent college grads. Iencouraged each to design a Facebook ad and target speciﬁc com-
panies they would like to work for. Their ads included a picture,
a quick note about why they wanted to work for the company,and a link to an online version of their resume. The results were
almost immediate—all enjoyed some level of response. One re-
ceived dozens of e-mails from people willing to help her land ajob at their company.
Facebook ads won’t instantly land you a job but they will
open the door to new opportunities and get your resume to thetop of the pile. By using creativity to stand out, you can make a
positive initial impression.
T o get started with your ad campaign, all you need is a
Facebook account, a credit card, and some sort of publiclyaccessible online resume (a solid advertising campaign can
be done for under $20). Once you have those, head over to
www.facebook.com/ads/, and use their simple interface. You
can have a campaign running in under 10 minutes.
The most important thing that you must do is write your
ad copy speciﬁcally for each employer you target—it’s amazinghow changing a few words can drastically change the numberof people who click on your ad. Once your ads are running,
monitor them. Try different variations.
If you do it right, employers will be knocking on your door
to talk about their job. From there, it’s up to you to impress themand seal the deal.
(continued)

P1: OTA/XYZ P2: ABC
c06 JWBT105-Levinson April 24, 2009 15:27 Printer Name: Courier Westford, Westford, MA
142➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
For a step-by-step guide on how to manage your own Face-
book job-wanted advertising campaign, type the following into
Google’s search box, “Use Facebook Ads to make employers hunt
you down.”
Willy Franzen is the founder of One Day, One Job—www.onedayonejob.
com—and One Day, One Internship—www.onedayoneinternship.com—2 sitesthat help college students ﬁnd entry level jobs and internships. He can bereached at Willy@onedayonejob.com.
șYOUR PUBLIC RELATIONS STRATEGY—PUBLIC
RELATIONS IS NOT JUST FOR PRODUCTS
After the invention of blogging, it didn’t take long to attach voice
capabilities to an RSS feed. Next came the software to allow people to
organize and automatically download posted mp3s from podcastingweb sites. Enter Peter Clayton, an award winning writer-director of
corporate image, marketing, and documentary ﬁlms and founder of
T otalPictureRadio.com. T otalPictureRadio.com was the ﬁrst-ever pod-cast for job hunters and career strategists. Now some 50,000 people
download his show and listen to it whenever and wherever they want.
GUERRILLA INTELLIGENCE
Working with the Press
Peter Clayton
Working with the press can be a good thing. In fact, it can bea very good thing. It can help build your personal brand (a
term I’m not all that keen on, but I can’t think of a betterone), expand your network, and add credibility and exposure
to your professional credentials. Here’s a framework you can
use to successfully develop relationships with traditional andnew media/online reporters.
First, a word of caution: if you work for a com-
pany (especially a publicly traded company) and are con-tacted by a reporter, blogger, podcaster, public relations (PR)
ﬁrm—whatever—who wants to interview you; using your name,

P1: OTA/XYZ P2: ABC
c06 JWBT105-Levinson April 24, 2009 15:27 Printer Name: Courier Westford, Westford, MA
Twenty-First Century Digital Weapons ➤143
title, and employer in their article, you must get clearance from
your internal public relations/communications department be-fore you agree to an “on the record” interview. You’ll need to
get as much information about the reporter, publication, and
topic as you can, along with the reporter’s contact information.What is the subject of the article? Who else is being interviewed?
When/where will it be published? What’s the deadline? Will you
have an opportunity to review, and approve, the article (video,podcast, blog) before publication?
Is the reporter a freelance journalist or staff writer? When
you hang up the phone, Google the individual: read some of
what they’ve written to make sure they’re someone you would
want to write about you. I’ve produced a number of webcasts forthe American Management Association that required record-
ing interviews with executives of large organizations. Even in
these situations, with a very well known and respected brand,there is always a PR or communications person involved. I pro-
vide information about the webcast, an overview of the topic,
who else will be interviewed, and a list of questions I’ll beasking.
Sometimes, you may be contacted for “off-the-record back-
ground information” regarding an idea a journalist is research-ing. Once again, you need to ﬁnd out who he or she is writing
for and something about the reporter. Why are they calling you?
Helping a journalist can be a smart investment of your time.Developing these relationships can prove to be extremely use-
ful as your career and reputation progresses. That said, I would
avoid negative comments regarding a current or past employer.
If they’re doing something unethical or illegal that’s a differ-
ent story, but just to dump on an employer will do nothing toadvance your career.
It’s pretty much of a no-brainer if you are contacted by the
Wall Street Journal, Fortune, Newsweek, theNew York Times: you’ll
want to try and cooperate with the reporter. Sites like ZoomInfo
(popular with recruiters), spider online editions of publications,
so the chances are very good that your ZoomInfo proﬁle willcontain the article. But what about podcasts and blogs? You’re
probably familiar with Chris Anderson’s book, The Long T ail. I
think this concept is very powerful. You’ll still want to approach
(continued)

P1: OTA/XYZ P2: ABC
c06 JWBT105-Levinson April 24, 2009 15:27 Printer Name: Courier Westford, Westford, MA
144➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
anyone who contacts you with caution. Google is a beautiful
thing. My podcast is focused on career and leadership develop-ment. That’s it.
Many, many of the professionals I’ve interviewed have gen-
erated useful contacts and business from our podcasts. Peopleare still downloading interviews recorded 2 years ago from T otal
Picture Radio.
So…. Here’s your handy-dandy press checklist:
➤Who’s calling and why?
➤Are you freelance or staff? (Are you writing on spec or
for an actual assignment?)
➤What is your deadline?
➤What is the subject, the lead? (opening lines of the
article).➤Can you e-mail me questions you’ll be asking ahead of
time? (frequently called talking points).➤If it’s a podcast, is it live or recorded? If recorded will it
be edited? (If you are being recorded, you’ll need to be on
a landline phone in a quiet environment. Cell phones andspeakerphones don’t work.)
➤If it’s a published article, can you get reprints? If it’s a
blog or a podcast, will you be able to link to your web site?➤Avoid talking off the top of your head when a reporter
calls. Get the details and schedule a call after you’ve had
time to prepare.
Build your reputation through blogging, writing white pa-
pers, submitting articles to your local newspaper or trade jour-
nals with an interesting twist on your profession. Newspaper ed-itors love to receive timely, valuable advice from subject matter
experts in their communities. Join a local T oastmasters group
and hone your public speaking skills. Invest in a webcam andcreate YouT ube videos that showcase your expertise.
Get actively involved in professional associations; volunteer
to work with nonproﬁts that are able to take advantage of yourprofessional skills. Participate in your community. If you’re
knowledgeable in an area of interest to a general audience, meet

P1: OTA/XYZ P2: ABC
c06 JWBT105-Levinson April 24, 2009 15:27 Printer Name: Courier Westford, Westford, MA
Twenty-First Century Digital Weapons ➤145
with your librarian and offer to give a free lecture at the library.
T o quote Woody Allen, “80 percent of success is just showing up.”
Peter Clayton is producer and host of T otal Picture Radio—The Voice of
Career LeadershipTM—www.totalpicture.com LinkedIn: www.linkedin.com/in/
peterclayton/ T witter: twitter.com/petertpm/.
șNINE WAYS TO GET OTHERS TO SPREAD THE WORD
Here are a few ideas to increase your visibility, credibility, marketabil-
ity, and value. You can get other people to start talking about youwithout having to ask or buy a round of drinks. These ideas cost little
or no money. In all cases, go out of your way to invite the appropriate
media:
1.Conduct a seminar. Become a strong public speaker and learn
how to educate people on your industry. Simple “how-to” sem-
inars are best. Keep it to under an hour. You can use other
speakers but be sure you are seen as the primary idea person.Make sure you video- and audiotape the session. Inform the
media and provide a press release. Videoblog and podcast it as
well.
2.Organize a seminar. Find a need in your community and bring
in speakers to ﬁll it. If your topic is of general interest, present aversion of your seminar to the public, perhaps under the spon-
sorship of a civic or business organization. Hook up with local
media people to sponsor and promote the event. If you chargeadmittance (and you should, to ensure you attract serious par-
ticipants only), then consider teaming with a local charity and
donating a portion of the proceeds—you’ll get twice the pub-licity and have a willing partner if you want to do it again or
take it on the road and tour the country.
3.Write. Compose a thought-provoking piece connected to your
seminars. Podcast it.
4.Host a TV show. Public television stations must ﬁll a certain
amount of time with homegrown programs. Why not offerto host a biweekly half-hour segment? Invite guests and run
simple question-and-answer segments. You can also distribute

P1: OTA/XYZ P2: ABC
c06 JWBT105-Levinson April 24, 2009 15:27 Printer Name: Courier Westford, Westford, MA
146➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
the tapes later or put them on your web site as videos. See
www.perrymartel.com/video/janice/ for an example.
5.Host a radio show. Find a local morning news station and offer
to be a guest, or better yet, guest host. Answer callers’ questions.I know people in dentistry, home renovation, journalism, sex
therapy, and so on, who have received huge boosts to theircareers by doing this. If you can tie in sponsors, all the better.
6.Develop a video series for distribution. Remember the seminars
you gave or organized? If you can get waivers signed, you may
be able to distribute them free or for proﬁt. Moderate each
segment.
7.Record and distribute CDs. You can easily make a compilation
CD of your radio or TV interviews.
8.Become an editor. If you are the “salt of the earth” type and prefer
to play solid supporting roles, consider editing a magazine or
e-zine. About.com has a cadre of more than 475 people who
edit 50,000 topics.
9.Volunteer. Join a civic organization like the Shriners or Rotary
Club and give back to your local community. This selﬂess actwill provide many networking opportunities and make you
feel great while you’re doing good. Be aware, though, shame-
less self-promotion will get you a ticket to the exit door. Makecertain that your fellow volunteers view you as a “giver” to the
community and not as a “taker,” or you’re wasting your time.
GUERRILLA TIPS
➤Be humble. In calling attention to your deeds and
achievements, take care not to become an obnoxiousbraggart.
➤Encourage other people in your industry to participate.
You can build your credibility and goodwill while building
an indirect support network.
➤Make all pertinent articles, seminar brochures, and
newspaper clippings available to your boss and coworkers,
and anyone else who may help advance your career.
➤Involve other members of your company as you see ﬁt,
if their contribution will make the TV program, radio show,
or written article more interesting.

P1: OTA/XYZ P2: ABC
c06 JWBT105-Levinson April 24, 2009 15:27 Printer Name: Courier Westford, Westford, MA
Twenty-First Century Digital Weapons ➤147
➤Whenever you perform any kind of public service, take
a backseat to your employer. It reﬂects well on you as a loyal
team player, which ironically is just the thing to attract joboffers from other employers.
The secret to self-promotion lies in letting others do your talking
for you. Once others see what you’re doing, get out of the way and letthem do the bragging. Doing this makes you easy to ﬁnd whenever a
recruiter or employer is looking for someone in your industry. Job
offers will ﬂy your way.
șHOW TO INTRODUCE YOURSELF
WITH A SOUND BITE
You don’t need to be a public ﬁgure to introduce yourself to the media.
Contact local newspaper, radio, and television reporters—particularly
those who cover business topics—and describe your professional ex-
pertise. Offer to comment on topics and questions in your ﬁeld ofwork through interviews or written articles. Be friendly, not pushy.
Become recognized as an expert.
Keep in contact with reporters; chances are good that they’ll call
you when a story breaks. When you do get a chance to comment,be clear and concise. Particularly for radio and television, you’ll be
edited into sound bites (segments lasting only seconds) that are in-
serted into the story. Your prospects for being aired are greater when
you reach the point quickly and quotably. Subscribe (free) to PeterShankman’s HelpaReporter.com web site that helps reporters con-
nect to new sources for articles through his daily e-mail of reporters’
article queries.
șWRITE AND PUBLISH
Getting published gives you an important, added credential. Writing
articles for trade, professional, business, or specialty magazines is a
good way to get exposure. And it is easier than you think. Most editorsare hungry for writers with a good technical grasp of their ﬁeld. If
you demonstrate expertise, an editor will often polish your writing
for you.

P1: OTA/XYZ P2: ABC
c06 JWBT105-Levinson April 24, 2009 15:27 Printer Name: Courier Westford, Westford, MA
148➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
➤Become an Author and Authority
Start small with your local paper or business journal, writing articles
about what you know. Give it a personal spin and take a side. Writehow-to articles that are relevant to your industry. Editors often need
them for ﬁller. Try writing a couple and have your friends read them
and tell you if they are interesting. Then take a course, or borrow orbuy a book on writing short information pieces.
Editors at magazines like Fortune, Time, orNewsweek will not take
a chance on a ﬁrst-time writer, so don’t waste your time trying. You
need to build a portfolio ﬁrst. Just get the ﬁrst few articles published
anywhere and then start to target speciﬁc publications. That includesposting it on your blog ﬁrst because many journalists cruise the blogs
to ﬁnd ideas and the unique opinions of people just like you whom
they then interview and write about. You may very well be discoveredon your blog.
➤Some Ways to Get Published and Get Hired
Write and distribute your company’s newsletter. Make sure you send
copies to the magazines you want to write for, indicating they
have the right to republish the article if they do so in its entirety.
Make sure they either give you a byline or a pull box at the endof the article where you can put your name, profession, and e-mail
address—just like all the contributors in this book do.
Write your own newsletter and distribute it to the people in your
industry for whom you would like to work. If you’re courageousenough, you might try writing a “roundup article.” This is an arti-
cle where you round up and interview experts on a subject. There’snothing quite as exhilarating as getting to see a half dozen of your
industry’s best people and asking their opinion on the state of the
industry. You can interview them about such things as:
➤Trends in the industry,
➤Greatest contributions of the past few years, or
➤The effects of new technology.
Your options are endless. Senior execs know it’s important to
be visible, so they’ll cooperate if the project is appealing. You caneven phone your industry trade magazine and pitch your idea to
them, mentioning the names of some of the people you plan to inter-
view. Then ask if they’re interested in running the piece when you’re

P1: OTA/XYZ P2: ABC
c06 JWBT105-Levinson April 24, 2009 15:27 Printer Name: Courier Westford, Westford, MA
Twenty-First Century Digital Weapons ➤149
ﬁnished. When you call your list of interviewees, you can tell them
you are doing a piece for their industry publication.
Sound overwhelming? Well, you don’t have to do all the work
yourself; you can call your local college or university’s journalismdepartment to ask for help. Most professors will take the time to meet
and explain how to frame your idea and prepare your questions. Theymay even agree to assign a student to look over your work for ex-
tra credit. Easier yet, hire a professional from sites like: elance.com,
guru.com ifreelance.com, or odesk.com. Come to think of it, these aregreat groups to ﬂog your own skills on in between gigs.
When the piece is ﬁnally published, you need to ensure your in-
terviewees get 2 copies. One has a handwritten thank-you note on thefront page. They’ll keep the autographed one and distribute the other.
Suddenly, everyone in the company knows who you are. They are
reading your article because it’s important to their boss and there-fore their career. Even those people whom you didn’t interview for
the piece will read it, and many will call to let you know they are
available for comment if the need arises.
Write white papers on your industry and have them published
by your marketing people. They are always looking for free publicityand your piece may be just what they need for the company web site.
GUERRILLA INTELLIGENCE
How to Find Your Next Job for Free Using Social Networks, Blogs,
and Other Underutilized Web 2.0 Methods and T ools
Glenn Gutmacher
I’m a veteran recruiting researcher, aka sourcer: the online de-
tective who ﬁnds talent (that’s what we in the industry call job
seekers) that regular recruiters can’t, in ways they don’t knowexist. I’m going to ﬂip that around and show you how to use
those ways to FIND a job.
Today, It’s More than Resumes
I’ll assume (a big “if”) that you have an easily ﬁndable
resume—so congrats on a great start! But some recruiters have
a bias against job boards’ resume banks and other easily foundresumes. They label you as an “active job seeker” and you aren’t
(continued)

P1: OTA/XYZ P2: ABC
c06 JWBT105-Levinson April 24, 2009 15:27 Printer Name: Courier Westford, Westford, MA
150➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
as desirable as someone who’s gainfully employed or otherwise
perceived to be a busy consultant-expert. (I’m about to show youhow to become the latter, regardless of your status.) These “pas-
sive job seekers” are found in other ways—and you can be there,
too. Even among the majority of recruiters and hiring managerswho happily review “active” resumes, they are more comfortable
selecting people to interview if the person is a somewhat “known
quantity.”
In either case, how do you make that leap? Other parts
of this book discuss LinkedIn, personal networking, and someother proven methods for getting an edge when you don’t have
connections into an employer. However, if that’s all you do,
you’re shooting yourself in the foot.
Do Professional Networking on Social Networks
T oday’s Internet sites and tools, dubbed “Web 2.0,” can help yougreatly, and they’re almost always free (typically advertising-
supported). Let’s start with larger virtual communities like
Yahoo 360 (360.yahoo.com), Blogspot.com, LiveJournal.com,and so on, where you can post content. When you join one of
those communities, you’re not obligated to post family photos
or accept dates from everyone you connect to. Instead, use it asa professional networking platform.
These sites typically host interest groups by topic and geog-
raphy, so you can join all the relevant ones free, which lets youbrowse and search your fellow members’ proﬁles. Look for inter-
esting people (i.e., those working at companies of interest and
holding job titles 1 to 2 levels above you in the corporate hierar-
chy, since they’re in the best position to employ you). A second
job title preference (but not to be ignored) is recruiter—alsoknown as T alent Acquisition Specialist (or Manager), sourcer
(executive) search consultant, and stafﬁng professional (among
others—remember the value of keyword synonyms whensearching!).
Focus on the Big Social Networks
T wo good places to look for professional interest groups are
Ning.com and LinkedIn’s Groups Directory. Also ﬁnd speciﬁc
contact information for any of 10 million people at over1 million companies with the business card trading service,
Jigsaw.com.

P1: OTA/XYZ P2: ABC
c06 JWBT105-Levinson April 24, 2009 15:27 Printer Name: Courier Westford, Westford, MA
Twenty-First Century Digital Weapons ➤151
You can’t ignore the 2 largest social networks nowadays:
Facebook.com and MySpace.com, each with over 100 million
proﬁles. Even if you’re not yet a member, here is a quick
way to search MySpace proﬁles to ﬁnd interesting people us-
ing Google.com’s main search box (type this exactly, includingpunctuation and spaces): site:www.myspace.com (“occupation *
CPA” OR “occupation
*accounting manager”) (intitle:Atlanta
OR intitle:Georgia).
The only things you have to change are what job titles and
locations to use for the kind of person you want to ﬁnd. If you donot have a MySpace account, you may need to start one in order
to contact people who do not list public contact information on
their proﬁles. It’s also good to create a MySpace proﬁle (need notinclude any compromising photos of yourself!) to give potential
employers another way to ﬁnd you.
On Facebook, the regular search (www.facebook.com/srch.
php) lets you type a job title and/or company name and ﬁndpeople with that in their proﬁle across the entire Facebook
network. The proﬁle search (www.facebook.com/advanced.php?ref=search/) has many more search criteria to narrow your
results, but only searches within your Facebook networks (i.e.,
your school/alma mater, your geographic area, and your cur-rent employer) and your directly connected friends (equivalent
to ﬁrst-degree connections on LinkedIn).
You can change your location under Facebook Settings up
to twice every 60 days. This is great if you desire to relocate:now you can see and search for people in your target metro
area. T o jumpstart your network, use Facebook’s Friend ﬁnder
(www.facebook.com/ﬁndfriends.php) to upload your e-mail ad-
dress book or IM list ﬁle, or search Facebook using a name ore-mail for a particular person. (Most social networks offer this
functionality.)
There’s a lot of buzz nowadays about T witter (www.
twitter.com). With over 10 million members, this may be themost popular way to communicate over mobile devices. How-
ever, you don’t need a cell phone to use it. The web site’sadvanced search (search.twitter.com) lets you search for peo-
ple by keywords and/or geographically. Note the syntax: SQL
near:Boston within:50mi.
(continued)

P1: OTA/XYZ P2: ABC
c06 JWBT105-Levinson April 24, 2009 15:27 Printer Name: Courier Westford, Westford, MA
152➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
Replace SQL with your keyword/phrase and Boston with
your target metro area, and you will ﬁnd everyone who has
ever made a post containing your keywords and lives near that
city. This works internationally (e.g., type SQL near:Amsterdam
within:50km), too. It’s beyond the scope of this article to explainother ways to use it, but start with their help/FAQs.
So what if you have someone’s name and want to learn more
about them? Try using a social network aggregator: these aresites that gather proﬁles from many social networks and let
you search all of them from one place. Examples are 123People.
com, Wieowie.nl, Pipl.com, Spock.com, Wink.com and—a nice
twist for network monitoring—Spokeo.com lets you aggregate
all your friends’ (personal and/or professional) sites into onelocation so you can stay up to date with all their events.
It’s Time to Reach Out
Now that you’ve found lots of interesting people, reach out to
them—at ﬁrst, with a short message, and not with a desper-
ate plea for job help. Focus on reciprocally beneﬁcial network-
ing. Say you found them on “X” site, they seem knowledgeable/
interesting in your professional area of interest, and ask howyou can help THEM. Yes, you heard me right: instead of being
like every other job seeker who wants something, you’re offering
something instead. Like honey, this refreshing approach attractsmore bees.
Use whatever tools the community offers to communicate:
sometimes e-mails or instant messaging (IM) addresses are dis-played, or you may have to use their internal message system.
Don’t send your resume, but it’s ﬁne to include the Web address
as a link at the end of your message.
Share Your Expertise, Build Your Personal Brand
Don’t stop there. These communities also give you the oppor-
tunity to convey your expertise. This is the “personal brand-
ing” concept that career consultants advocate nowadays. Youcan put that on steroids using Web 2.0: answer questions posed
by others in your industry that show you’re knowledgeable, and
append your auto-signature to each post (include that resumelink again!) so it’s easy for the reader to reach you. LinkedIn
Answers (www.linkedin.com/answers/) lets you search through

P1: OTA/XYZ P2: ABC
c06 JWBT105-Levinson April 24, 2009 15:27 Printer Name: Courier Westford, Westford, MA
Twenty-First Century Digital Weapons ➤153
questions and answers and automatically links your responses
to your proﬁle.
The 2 largest sources of these niche discussion groups by in-
dustry subtopic where people are asking questions and (relative)experts are answering are Google Groups (groups.google.com)and Yahoo Groups (groups.yahoo.com). At these sites, type
unique keywords/phrases to ﬁnd people talking about your sub-
ject matter. For example, if I were a quantitative investmentguru, I might type “equity derivatives.” This will lead you to posts
within particular groups. Join relevant groups, see what people
are saying in their posts, contact the interesting/knowledgeable
ones (they can help you ﬁnd a job, too), and reply to a discus-
sion thread when you have something useful to say. Anotherway to ﬁnd free discussion lists by topic keywords is Catalist
(www.lsoft.com/lists/listref.html).
Blogging Enhanced by Web 2.0
Also start a blog—a type of online diary—most social networks
have blogging tools built in. T o see what others are doing, use a
blog search tool like T echnorati.com, IceRocket.com, or Googleblog search (blogsearch.google.com) to ﬁnd relevant posts and
people. Some blog search sites are even industry-speciﬁc (e.g.,
legal blogs via Blawgsearch.com), but with the right keywordsyou can narrow your results on any of them.
A good way to stick your toe in the water is to respond to
others’ blog posts by typing a comment: under each post, clickthe comments link or type in the box provided. Say something
complimentary and/or semi-intelligent (constructive contrast-
ing opinions are also ﬁne), and you can’t go wrong.
When you’re ready to start posting to your own blog, don’t
waste your posts talking about restaurants or what you cookedfor dinner (unless you seek a job as a chef!). Focus your opin-ions on what’s happening in your industry (positive or nega-
tive) or simply share a few links to interesting tools or articles
you’ve seen, with brief commentary on why they may be valu-
able. Again, make sure your blog links to your resume, just as all
your discussion list posts should link to your blog and resume.
You never know who’s going to ﬁnd one of your comments
interesting and now can follow the links to learn more about
(continued)

P1: OTA/XYZ P2: ABC
c06 JWBT105-Levinson April 24, 2009 15:27 Printer Name: Courier Westford, Westford, MA
154➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
you. This process effectively presells you to your target audi-
ence without having to set up interviews. Some may ask you tocontribute a post on their blogs (do accept, if it is a reputable
resource) and you should offer likewise. Don’t wait to volunteer
a guest post if you respect others’ blogs and have started to buildrapport with them by commenting on their posts, and so on.
This typically results in the blogger initiating direct communi-
cation with you. Before you know it, people will start linkingto your posts and forwarding links about you to others look-
ing for an expert like you—did you realize you are one at this
point?—without your even knowing!
Ready for the Next Level and Scale Up Efﬁciently?
Now you’re making my job of ﬁnding you easier. Here’s how
you can make it a lot easier for all the recruiters out there:
get your thoughts distributed even more widely by using moresocial networks. When you register with sites like MySpace,
T witter, LinkedIn, Facebook, and others that let you blog and
share content in other ways, you increase your exposure—andthus the chance of being noticed by the right people.
What are those other ways to share content? Audio, video,
and social bookmarking are 3 hot ones nowadays. Social book-marking is sharing your favorite links with others. Sites like
ClipIt (www.clipit.com), Digg (www.digg.com), and Delicious
(www.del.icio.us/) facilitate this. If you discover neat resources,post them. You’ll get more fans.
With simple free tools and a $20 webcam on your end,
you can produce short audio and/or video segments called pod-
casts that can include whatever you’d type in a blogpost, plus
open other content possibilities thanks to these dynamic me-dia. Why not interview experts in your ﬁeld and post those
on your blog? Or do a short how-to video yourself. When you
go to an event, blog about what you see—and let them see it,too. For great examples of online video and podcasts that will
give you ideas, go to Blinkx (www.blinkx.com) and Everyzing
(search.everyzing.com) and type a unique phrase to ﬁnd rele-vant content. These search YouT ube.com and many other sites
all at once.
Now you’re saying, “Glenn, wait, I don’t have time to post
on all these sites and do all this multimedia!” Time to lever-age Web 2.0: tools like Hellotxt (www.hellotxt.com) and Ping

P1: OTA/XYZ P2: ABC
c06 JWBT105-Levinson April 24, 2009 15:27 Printer Name: Courier Westford, Westford, MA
Twenty-First Century Digital Weapons ➤155
(www.ping.fm) allow you to post once and that message is auto-
posted to your accounts on all of those sites. If a site doesn’t letyou cross-post multimedia, you can at least enter a text link to
your podcasts.
Also, many of the tools to add multimedia and all kinds
of other functionality to your blog/web site are available free.Usually called widgets, you can add them with little techni-
cal knowledge, especially if you use a popular blogging plat-form like T ypepad.com or WordPress.org. Some great sources of
widgets are Widgetbox.com, Sixapart.com, and Widgetoko.com.
These will make your blog more interesting and further grow
your audience.
All this may strike you as overwhelming. But remember, you
don’t have to do everything discussed above to succeed—thoughthe impact of each is synergistic with the others. Try a couple
of the techniques that resonate with you, at ﬁrst. As you startto see success with positive response from interesting profes-
sional contacts, that will motivate you to try other things. Even
after you land that next job, you’ll still be using social networksbecause their career value continues even while you’re working!
Glenn Gutmacher is founder of www.recruiting-online.com and vice president
of www.JobMachine.net He shows corporate employers and stafﬁng ﬁrms howto ﬁnd job seekers of any skill set, industry, location, using the Internet,w h e t h e rt h e yh a v ear e s u m eﬂ o a t i n ga r o u n do rn o t .H ec a nb er e a c h e da tglenn@jobmachine.net / Arbit.net or glenn@recruiting-online.com.

P1: OTA/XYZ P2: ABC
c06 JWBT105-Levinson April 24, 2009 15:27 Printer Name: Courier Westford, Westford, MA

P1: OTA/XYZ P2: ABC
c07 JWBT105-Levinson April 23, 2009 8:1 Printer Name: Courier Westford, Westford, MA
7Chapter
Recruiternomics 2.0
How to Work Your Job Search Commandos
Strategy without tactics is the slowest route to victory. Tactics without strat-
egy is the noise before defeat.
—SUNTZU
FIRSTLAW OF RECRUITER NOMICS
In a knowledge-based economy and society, the employers with
the best talent win.
More than ever in our history, huge value is being leveraged from
smart ideas—and the winning technology and business models they
create: the people who can deliver on them are becoming invalu-able, and the methods of employing and managing them are being
transformed. T oday, demographics on a broader scale are radically
altering the recruiting landscape. An aging workforce of 65 millionbaby boomers was poised to retire by the end of this decade. The “mar-
ket correction” in 2008 caused many to rethink their plans. No one
yet knows how this will affect the supply of people, but it will make
it more difﬁcult to locate and keep the best talent.
Do not mistake today’s, “War for Ta l e n t ” with, the “War for Any
Ta l e n t ” prevalent in the late 1990s. People and talent are mutually
exclusive. While everyone has some talent, TV shows like American
Idolhave proven that some should not yet quit their day jobs.
157

P1: OTA/XYZ P2: ABC
c07 JWBT105-Levinson April 23, 2009 8:1 Printer Name: Courier Westford, Westford, MA
158➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
SECOND LAW OF RECRUITER NOMICS
Regardless of the unemployment rate, the market for talent is
always strong and extremely competitive. Employers will pay tohire the best of the best.
For those with talent, the fast track inside the hidden job market
is through recruiters—in any economic climate.
șRECRUITERNOMICS 101
I’m going to give you an overview of the recruiting industry and aframework to guide you in working with the industry by explaining:
➤The third-party recruiting industry
➤Four major categories of recruiters
➤Behind-the-scenes of the recruiting process
➤Rules of engagement
➤Frequently asked questions (and their answers)
If you know the game ahead of time, you’re odds of winning are
greatly increased.
➤The Third-Party Recruiting Industry
Human resources people use the generic term third-party recruiter to
describe individuals or companies that help them ﬁll their recruiting
needs. You are probably more familiar with the term recruiter, also
a generic term that encompasses the many ﬂavors of recruiters in-cluding executive search professionals, headhunters, and temporarystafﬁng agencies.
The industry is characterized by both huge revenues and enor-
mous fragmentation. Estimates show revenues of more than $410 bil-
lion globally, with nearly half coming from the United States with
more than 20,000 stafﬁng ﬁrms and 174,532 professional recruiters.
Here’s what you need to know to incorporate recruiters into yourForce Multiplier:
➤The industry is completely fragmented.
➤Recruiters rarely talk to each other (professional paranoia).

P1: OTA/XYZ P2: ABC
c07 JWBT105-Levinson April 23, 2009 8:1 Printer Name: Courier Westford, Westford, MA
Recruiter nomics 2.0 ➤159
➤Recruiters are in business for themselves—not you.
➤There are no educational or training prerequisites.
➤There is no ofﬁcial code of conduct governing the industry.
➤Licensing is nearly nonexistent.
➤Little training is required to make a lot of money.
Business maturity is what differentiates recruiters. There are 2
broad camps: the highly educated inexperienced recruiters who tend
to cluster in the large ﬁrms or franchises and the seasoned business
executives entering their second career—most often found in bou-
tique ﬁrms. Each has their place. This explains why some recruitersunderstand the ﬁne points of your industry or profession and others
need to be educated. Understanding how to distinguish between the
two is the key to your success. Recruiters can be the single biggestasset to your career.
➤Four Major Categories of Recruiters
Companies have come to recognize that, when a position requires
a somewhat unique set of skills and experience, or is surroundedby speciﬁc political or cultural circumstances, passively advertising
a position makes a good hire difﬁcult, if not impossible. More and
more companies are turning to professional recruiters outside theircompany to deliver talent because successful people don’t voluntarily
raise their hand and say, “Here I am!”
There are 4 broad categories, and you lever each for a different
outcome. By understanding the differences, you will know which ones
can help you and which ones you shouldn’t hold your breath waitingfor a return call. The 4 major categories are:
1.Executive search ﬁrms
2.Headhunters
3.T emporary employment agencies
4.Contract placement recruiters
Executive Search FirmsIt’s not unusual for job hunters to mistakenly regard the “don’t call
us, we’ll call you” mentality of most executive search ﬁrms with con-
tempt. Rule 1: It’s not about you. Employers retain Executive SearchProfessionals (ESPs for short) to ﬁnd candidates to ﬁt a speciﬁc role
the company has identiﬁed. This is common with executive level
hires, especially where the position is highly visible and critical to

P1: OTA/XYZ P2: ABC
c07 JWBT105-Levinson April 23, 2009 8:1 Printer Name: Courier Westford, Westford, MA
160➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
the organization’s mission. As a rule of thumb, the greater the need
and the more complex the search, the more likely an executive search
ﬁrm will be retained. The ESP is paid handsomely regardless of theoutcome.
When the position to be ﬁlled is a CEO, president, vice president,
or board member, an ESP will be working with an employer’s searchcommittee and a target list of potential candidates who were iden-
tiﬁed by a researcher. A candidate must meet rigid requirements to
receive consideration. The job of the ESP is to convince the targetedcandidates to look at the opportunity and to then assess their ﬁt.
Search ﬁrms are not really interested in job seekers, other than to
fatten their databases. There is little to be gained by stalking themwhen you’re already knee-deep in your job search. You are better off
to wait for them to discover you. If you excel at your job, they will ﬁnd
you—without prompting.
You can accelerate the process by increasing your visibility in the
community through board memberships and civic organizations. Inthe meantime, send them your resume electronically and mail them a
hard copy. Do not call them to see if they received it—it brands you as
light and desperate. If they have a suitable opening, they will call you.That’s how they make money. Do send a resume to every executive
search ﬁrm in your vicinity or niche that deals with your skill set
and/or industry. Research your niche through Kennedy Information(kennedyinfo.com).
➤T ools of their trade: In-house databases, ZoomInfo.com,
LinkedIn.com, ExecuNet.com, association directories, Who’s
Who, bizjournals.com, and a fulltime researcher. Make sure you
can be found. Read more about this in Chapters 4 and 5.
➤How to reach them: Ask for a referral from a college, kennedy
info.com, or ExecuNet.com.
Headhunters
Headhunters come in 2 basic ﬂavors: retained and contingency. Both
offer you beneﬁts:
1.Retained: The ﬁrm has a ﬁnancial relationship with the client
company much like that of an executive search ﬁrm. Retainedrecruiters are paid an up-front fee and a further success fee
for completing the assignment. Completing an assignment re-
quires the recruiter to match a candidate to a job speciﬁcation.

P1: OTA/XYZ P2: ABC
c07 JWBT105-Levinson April 23, 2009 8:1 Printer Name: Courier Westford, Westford, MA
Recruiter nomics 2.0 ➤161
Retained recruiters usually have an exclusive relationship with
the employer and may even be their unofﬁcial talent scout.
2.Contingency: The recruiter can present candidates but is only
paid if the company likes and hires that candidate. Often manycontingency recruiters compete to ﬁll the same position. Time
is of the essence, so if you want to be considered, you have tobe available for interviews on a moment’s notice.
Sometimes a headhunter is also a good “promoter” and will play
both sides of the employer/job hunter equation. Find a recruiter whospecializes in your industry or the industry you want to enter. Ifpossible, ﬁnd a recruiter at least 6 months before you need to because it
will take the recruiter a while to hunt through the market for possible
opportunities. Do not work with more than one recruiter at a timein the same city without discussing this up front with the recruiter.
Do not try to circumvent recruiters who already have a relationship
with a ﬁrm. Money is at stake. They don’t get paid if you approach thecompany without them, and they will have no incentive to ever talk
to you again.
While you may be trying to save the employer a few dollars, cir-
cumventing the recruiter shows that neither the recruiter nor theemployer can trust you. The employer understands that using the
newspaper or job boards will not necessarily deliver the results theywant. The recruiter’s fees are part of the hiring cost, which has been
budgeted for already. It is not coming out of your paycheck. I have
heard about several candidates who tried this, only to have the re-
cruiter blow up the bridge to ensure that the candidate was deﬁnitely
not considered. Headhunters have a “one-strike-and-you’re-out” men-tality. You don’t write the headhunter’s paycheck directly: the client
company does.
Headhunters don’t work for you; they work for themselves. You
are just the product. They assume all the risk and costs in marketingyou. Make sure you know what you are looking for before you contact
them. Make sure they understand what you are looking for and keepthem informed about your progress on the interviews they arrange
for you. If you are looking for a good recruiter because your job search
is stalled, ask your friends to refer one. Treat them with respect anddon’t bother them unnecessarily for frequent updates.
➤T ools of their trade: In-house databases, ZoomInfo, Linked
In.com, referrals, split networks, national and regional nichejob boards, bizjournals.com, and a contract Sourcer. Make

P1: OTA/XYZ P2: ABC
c07 JWBT105-Levinson April 23, 2009 8:1 Printer Name: Courier Westford, Westford, MA
162➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
sure you can be found. Read more about this in Chapters 4
and 5.
➤How to reach them: Ask for a referral from a college, kennedy-
info.com, ExecuNet.com, the recruitinganimal.com blog, Recruit-
ingBlogers.com, The Fordyce Letter, LinkedIn, TheLadders.com.
Temporary Employment AgenciesT emp agencies do exactly what their name suggests. They provide em-
ployers with temporary help on a day-by-day temporary or contract
basis. The industry is huge—upward of $100 billion per year in the
United States.
Because human capital is now easily expensed away or treated
as a variable cost, there is a built-in incentive for an employer to
hire people on a project basis for only as long as the company needsthem. In most cases, the temp agency will pay you and invoice the
company separately. Many agencies supply beneﬁts that are equal to
those provided to full-time employees by major corporations.
T emp agencies are a great place to get your foot in the door of an
industry or a particular company. Starting as a temp can mean you arethe ﬁrst in line when a permanent position opens up. T emp agenciesnormally work with hourly employees or those earning less than
$30,000 per year. The exceptions are specialty agencies for techies or
senior executives, for example, where salaries can run from $15 to
$400 per hour, or more.
Each agency will have different corporate clients. Register with
as many as you can that are speciﬁc to your skill set or represent
the industry you want to work in. Then keep in touch with them on
a biweekly basis. Every time you go out on a project, take pains tooverperform and build a reputation for being reliable and honest. By
doing this, you will ensure that the agencies are ﬁghting to represent
you and keep you busy. It is not unusual for a temp agency to have100 or more clients. By registering with the top 10 agencies, you will
have your ﬁnger on the pulse of more than 1,000 employers. Little if
any effort is required on your part—beyond doing a great job.
➤T ools they use: In-house database, bizjournals.com, LinkedIn
for specialized skills, referrals, networking, regional and/or nichejob boards, newspaper classiﬁeds.
Contract Placement Recruiters
This type of recruiter places people into companies to carry out spe-
cial projects or to staff a department and to get around corporate

P1: OTA/XYZ P2: ABC
c07 JWBT105-Levinson April 23, 2009 8:1 Printer Name: Courier Westford, Westford, MA
Recruiter nomics 2.0 ➤163
(salary/beneﬁts) budget constraints. Simply stated, full-time employ-
ees of a company are paid out of a separate pot of money from con-
tract employees. It is not unusual for a company to freeze hiring yetstill bring on contract employees. A contract employee is actually an
employee of the contract placement ﬁrm.
Just like any other employer, these ﬁrms can offer the employee a
full menu of beneﬁts, a highly competitive hourly rate, and sometimesemployment for many years at one location. You’ll ﬁnd contract em-
ployees in almost every conceivable profession. A contract employeemay be anything from an information technology professional to a
human resource manager, to an engineer or a nurse, an interim
CEO or teacher, and just about everything in between where special-
ized skills are required. Due to the critical shortage of some skill-
challenged organizations, some contract placement ﬁrms may evenhandle visa and immigration sponsorship matters to help ease theseemployee shortages.
Although many younger workers are contract employees, expect
to see many baby boomers who “thought” they would be able to retire
end up at the same company working in the same department and
at the same desk that they did prior to retirement. This time around,however, they will be contract employees.
➤T ools they use: In-house database, bizjournals.com, LinkedIn
for specialized skills, referrals, networking, regional and/or niche
job boards, newspaper classiﬁeds.
➤Behind the Scenes of the Recruiting Process
Recruiters are matchmakers. Their role in the hiring process is tobring together strangers in an economic marriage that is good for
both parties. If you understand the mechanics of the process, you willbe in a better position to work the outcome to your advantage.
Most recruiters have created a logical process for ﬁnding and at-
tracting top candidates that looks something like the following:
1.Needs analysis: Every search begins with understanding what
is required by the client in the role to be ﬁlled. The depthof understanding at this stage will determine the search’s
success.
➤What you need to know: This is where most searches die.
Understanding why will save you a load of grief during
your job search. It often happens that clients do not have a

P1: OTA/XYZ P2: ABC
c07 JWBT105-Levinson April 23, 2009 8:1 Printer Name: Courier Westford, Westford, MA
164➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
clear understanding of exactly what they expect from the
person they are hiring, so they don’t give precise direction
to the recruiter. You may have experienced this yourselfif you have ever been on an interview where it was clear
the interviewer wasn’t certain of what he or she was look-
ing for. All too often hiring managers will give recruitersonly the vaguest of ideas about what they want, saying to
the recruiter “I’ll know them when I see them.” That’s a
fact and often it’s enough for most recruiters to begin. Thishappens less frequently when a recruiter is on retainer but
it still happens. You need to be able to ask enough intel-
ligent questions to gather the information yourself aboutthe opportunity before the interview without alienating the
recruiter.
2.Research: Here the ﬁrm will make a long list comprised of the
names of individuals they want to contact from companiesand organizations that directly relate to this search. In the “olddays” (5 years ago), this was a 3- to 4-week process for a re-
searcher/project manager whose sole purpose was to gather
names and up-to-date contact data of potential candidates. Re-search is an ancillary function of the recruiting process. T ools
like ZoomInfo, LinkedIn, and Google have streamlined the pro-
cess considerably.
➤What you need to know: T oday if you’re not on the long
list, you won’t get the call. In the old days, recruitershad to ask, “Who do you know?”—now they already know.The search will be over before they know you even ex-
ist. T ake me, for example. I have a paid subscription to
ZoomInfo and I consult it before I start any search. I’ll take
the top 100 people from ZoomInfo and cross-reference it
with my search of LinkedIn. If you’re in both databases,I know you want to be found. At the very least, I know
you’re managing your career smartly. If you have uploaded
your picture to ZoomInfo, I know you want to talk to me.I’ll also check ZoomInfo to see when you last updated or
changed your proﬁle. If you did that in the past 60 days, you
move to the top of my list. (Do you really need any morereason to claim your ZoomInfo proﬁle or create one at
LinkedIn?)
3.Short list, recruit, and interview: The recruiter’s goal is to ensure
his or her time and that of the clients is spent interviewing only
exceptional candidates. The key interviewing determinants are

P1: OTA/XYZ P2: ABC
c07 JWBT105-Levinson April 23, 2009 8:1 Printer Name: Courier Westford, Westford, MA
Recruiter nomics 2.0 ➤165
personal chemistry and ﬁt. The recruiter will condense the
long list of 100 to 200 or more proﬁles down to a manageable
2 dozen suspects. They then reach out to that group and tryto cull it down to 10 prospects. Often this is done with an ini-
tial phone call. Their assessment of each potential candidate
begins with that call. From the ﬁrst conversation, they beginanalyzing the candidate’s knowledge base, experience, and at-
titude. In-depth interviews provide an opportunity to conduct
a thorough assessment of each viable candidate. From here,one or more candidates will be selected for interviews with the
client. As you can see, a lot of work goes on behind the scenes
and the assessment continues throughout the process.
➤What you need to know: If you get a call from a recruiter,
you have been prequaliﬁed for an opportunity 60 percentof the time—even more if they have found you on ZoomInfo
or LinkedIn. (T oo subtle again?)B eo ny o u rb e s tb e h a v i o r
when you interview with a recruiter. Be yourself but bet-ter. Be together. Know what you want out of life and how
the recruiter’s opportunity ﬁts into your career path. The
recruiter will make the ﬁrst assessment of your suitabilityfor the employer’s role. You will pass or fail at this stage.
If you treat them like a conﬁdant or marriage counselor
you are DOA (dead on arrival). Respect their time and askquestions that are appropriate to the level of the position
you are being considered for—be that an executive position
or entry-level.
4.Reference checks: Most recruiters informally reference candi-
dates before they are presented to their client. (LinkedIn isan ideal way to do this, by the way.) Recruiters often discover
things employers can’t, and many times they are things the
candidate wished they hadn’t. They will tell the client, becausemost professionals would rather admit they were pursuing the
wrong candidate than make a costly mistake. (More on this in
am o m e n t . )
➤What you need to know: If there is something you do not
want the recruiter to know that will affect your candidacyfor the position, rest assured they will ﬁnd it. T ell the re-cruiter ahead of time if you are expecting a bad reference
from a former employer and explain the circumstances.
No one’s perfect—as I’m constantly reminded by my chil-
dren. If the recruiter ﬁnds out on his own, you may never
have an opportunity to discuss or dispute the reference.

P1: OTA/XYZ P2: ABC
c07 JWBT105-Levinson April 23, 2009 8:1 Printer Name: Courier Westford, Westford, MA
166➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
You will be deselected and you will never know why. In-
stead, call your references and tell them who to expect a
call from. At the same time, tell them why you are inter-ested in the position, why you are ideally qualiﬁed, and
why the employer is interested in you. Send the reference
a copy of your resume. Highlight the achievements that theemployer will be looking to conﬁrm. T ake a moment to re-
mind them about the role you played in those projects. T ake
credit for your accomplishments without prompting thereference.
Reference checks are nota license for the employer or re-
cruiter to invade your privacy. Under no circumstances shouldyou reveal your social security number or any banking or
credit information.
If you’d like a better understanding of the reference process
from the employer’s viewpoint, download a copy of the guide,
“Don’t Hire a Liar,” from our web site at www.perrymartel.com.(On a personal note, I have replaced just 2 people since 1985.
Perry-Martel’s standard reference check covers the 10 need-to-
know areas of a candidate’s background, including leadershipattributes, managerial skill, character, and more.)
5.Psychological assessments: Personality assessments and evalua-
tions have become commonplace in the interview process bothat the senior executive level and below. Many ﬁrms including
Perry-Martel have gone beyond the simple Myers-Briggs to in-
clude more sophisticated measures like the BAROn-EQ, whichmeasures Emotion Intelligence. For many organizations, a per-
sonality proﬁle will be administered in addition to thorough
reference checks. It is designed to give the employer an ex-
tra bit of reassurance by assessing your “ﬁt” with the rest of
the team.
➤What you need to know: Answer the questions truthfully. Do
not try to outsmart the test. You will lose. The tests are set upto ﬂush out cheaters. You will fail and destroy your chancesto go further in the process. Fortunately, most employers
only administer these tests when they are very interested
in your candidacy. That is a good thing. Ask what the testis being used to measure and then answer the questions in
that context. Read carefully any permission form you are
asked to sign. Understand what they have the right to do
with the information. Ask to have the original returned to
you or destroyed.

P1: OTA/XYZ P2: ABC
c07 JWBT105-Levinson April 23, 2009 8:1 Printer Name: Courier Westford, Westford, MA
Recruiter nomics 2.0 ➤167
6.Offer negotiation: Most recruiters will help negotiate the terms
of an offer. Their job is to come to an agreement that is satis-
factory to both you and the employer.
➤What you need to know: Let the recruiter negotiate your
package. It’s a whole lot easier for both sides to deal withthe money issues through an intermediary. It’s easier for athird party to take their ego out of the equation.
7.On-boarding and guarantee: Most recruiters will provide a guar-
antee in the form of an insurance policy for the candidate’s
performance. Guarantees run the spectrum from none to
6 months, or more. The norm is 30 to 45 days. This periodacts as a buffer for the employer to determine your compe-
tency on the job and decide if you are indeed qualiﬁed. The
recruiter may be required to replace you during that period orin some cases even refund their well-earned fee.
➤What you need to know: The way recruiters are paid is of-
ten reﬂected in how much upfront work they do to under-stand the project, which is directly related to how long they
will “guarantee” a candidate. In short, a ﬁrm that provides
ayearlong guarantee, for example, is more likely to go to
great pains to understand an employer’s needs and to make
an exact match. Anything less is shortsighted. Understand-
ing this will tell you how much “due diligence” you must
do personally to ensure the opportunity is a good one for
you versus a quick buck for the recruiter.
Note: Obviously, the longer the guarantee, the more risk the
recruiter assumes for your performance and thus the greatertheir incentive to thoroughly appreciate the need for an ex-act ﬁt. That means you can expect the process to take several
months to conclude.
GUERRILLA INTELLIGENCE
Recruiters and Research
Donato Diorio
Most recruiters do what is called the full life-cycle recruitment.
Finding a client is the sales portion of the process. With “job
(continued)

P1: OTA/XYZ P2: ABC
c07 JWBT105-Levinson April 23, 2009 8:1 Printer Name: Courier Westford, Westford, MA
168➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
order” in hand, they do the initial name sourcing and then
they recruit the best prospects. Next, they screen the prospectsand present the best candidates to their clients. On top of all
this, they must prepare both candidate and employer for the
interview, debrief them afterward, and eventually negotiate ajob offer.
Recruiters Who Are Successful Are Extremely Busy People
Recruitment and all its complexities tends to foster a level of
impatience that is required to succeed. Whether recruiters came
into the ﬁeld impatient (and thus succeeded) or became that
way due to the demands of the job is debatable. So prevalent is
this trait among top recruiters, recruiting managers have put apositive spin on this trait, calling it a “sense of urgency.”
Help for the Recruiters
In the past few years, there has been a growing trend in the
recruiting world. Emerging are the new assistants to the re-
cruiters, armed with the latest technology and killer researchskills. They are known as the “sourcers.” So new is the term, that
as of this writing, Microsoft Word spell checker did not recognize
the term. It will.
Sourcers Are Polar Opposites of Recruiters
The term sourcer in the recruiting world describes the per-
son who is doing pure research and name generation. Sourcers
use the Internet, job boards, internal databases, and corporate
phone directories to gather names and then turn them over to a
recruiter. They almost never talk to anyone, and if they do, it is
very brief. Usually, they are more introverted and prefer to workbehind the scenes. If you are working with a recruiter, you may
never talk with this person, nor know that he or she even exists.
Most Recruiters Don’t Have Sourcers Working for Them
Think. This impatient force of nature recruiter that you are deal-
ing with …do you think he has time to do thorough research?
Usually not; …most successful recruiters have good instincts,
but they don’t have the time to do thorough research.
If you can provide valuable information to a recruiter, he
will go out of his way to help you and give you attention above
and beyond that which the typical candidate receives.

P1: OTA/XYZ P2: ABC
c07 JWBT105-Levinson April 23, 2009 8:1 Printer Name: Courier Westford, Westford, MA
Recruiter nomics 2.0 ➤169
Here are several tips for working with a recruiter as a source
of information:
➤Find out if the recruiter works full life-cycle or if they
work with sourcers and researchers. If he or she has a team,
get to know the players on the team.
➤Ask what he needs. Don’t make assumptions. It may be
insight on additional job openings (new business for him)
or candidates for positions he is trying to ﬁll. Learn about
all the positions he is working on; keep notes during yourjob search.
➤Always call to give something. Every time you ever pick
up the phone to talk to him, have something of value in
hand: insight on a new position, candidate referral, news of
a layoff at a competitor of his client. Train that recruiter.
T each him that your name is synonymous with valuableinformation.
➤Keep him in the loop. If you are sending information to
one of the recruiters’ team members, sourcers, or assistants,
copy the recruiter on the communication. Don’t assume
that if you are sending leads to the sourcer, that you will getattributed as the source.
➤Maintain the relationship even after you get a job. If
you’ve spent the time to understand and work with a re-
cruiter, you will continue to have great value to each other.
Many recruiters pay referral fees; don’t be shy to ask. A
trusted referral source is well worth a $500, $1000, or greater
referral fee.
Some of the best client-recruiter relationships are developed
with a person that is ﬁrst placed by the recruiter and then uses
that recruiter to ﬁll positions at his new company. Whether heplaces you at the position or not, you will use his services in the
future. Remind the recruiter of this.
Bringing information to your recruiter will separate you
from the mass number of connections that are simply reachingout to the recruiter to get something. T aking this approach of
being a purveyor of insight and information will open the doors
(continued)

P1: OTA/XYZ P2: ABC
c07 JWBT105-Levinson April 23, 2009 8:1 Printer Name: Courier Westford, Westford, MA
170➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
to creating a strong professional relationship that will endure
throughout your career.
Donato Diorio is the founder and CEO of www.broadlook.com. Broadlook T ech-
nologies develops research tools for executive and corporate recruiters. Donato
is a former top billing recruiter and is now a speaker and thought leader in theﬁeld of Internet research. Donato’s blog is www.iDonato.com.
➤Rules of Engagement
Here’s what to do if a recruiter calls you at work:
➤Be ﬂattered. If a recruiter calls you, in most cases the re-
cruiter’s team has prequaliﬁed you. Don’t ask him where he got
your name right away. There’s time enough for that later.
➤T ake the call only if you can speak without whispering. If you
can’t talk freely, ask for a phone number and a convenient time to
call back. Better you say nothing than blow the call. This also givesyou an opportunity to look up the recruiter’s ﬁrm to make sure
the call is legit. T ake a minute to ﬁrst read the ﬁrm’s web site to
see if they normally recruit people like you. Can’t ﬁnd their site?That’s an early warning sign. Check if they are using a Yahoo,
Hotmail, Gmail, or other generic account. Yes? Be careful. It may
be a ruse from your employer trying to cull the ranks for desertersahead of an upcoming layoff. If they send an unsolicited e-mail
to your work address, respond that you’re not interested because
employers can legally monitor your e-mail. Then send a follow-upe-mail from your hotmail account.
Ask the recruiter the following 4 questions. Do not deviate from
this exact sequence:
1.Are you on retainer or contingency?
➤What you should understand: You want to know how the
recruiter is being compensated—retainer or contingency.
Learning this can tell you if the project is real or if he’sﬁshing. It may also tell you how quickly you have to decide
whether you are interested in being considered. If the re-
cruiter is on retainer, the project is real. Go forward. Youhave time to consider your options.

P1: OTA/XYZ P2: ABC
c07 JWBT105-Levinson April 23, 2009 8:1 Printer Name: Courier Westford, Westford, MA
Recruiter nomics 2.0 ➤171
If the ﬁrm is on contingency, the recruiter is likely un-
der the gun to close the project before another ﬁrm does.
Time is of the essence. You must move quickly if you areinterested.
2.Do you have an exclusive?
➤What you should understand: If they have an exclusive, it
means that they are the only ﬁrm working on the assign-
ment. Listen to the recruiter describe the opportunity and
decide if you want to go forward. If they don’t have an
exclusive, they are competing with other ﬁrms and pos-
sibly even the employer’s own internal human resourcepeople.
3.Have you successfully placed people with this hiring managerbefore?
➤What you should understand: It pays to be cautious. You
need to decide if the recruiter has the capacity to representyou and get you an interview. From the moment they for-
ward your resume to the employer, the recruiter is entitled
to be paid his full fee (for a period as long as a year ormore) should that employer hire you, regardless. Under-
stand, even if you were to land an interview on your own
during that period, the employer would need to pay therecruiter’s fee, even if the interview was for a different job
in a different department or division. “Hold on,” you say, “I
don’t even know who the employer is!” T oo bad. That’s theCatch-22. It’s your responsibility to get as much informa-
tion as you can and make an informed decision to forward
your resume to the recruiter.
4.Have you vetted the job description with the client, and may I
have a copy?
➤What you should understand: If they haven’t met with the
client or vetted the job description with the client, it’s not
ideal for you, but it’s not necessarily the end either. Askfor a written copy of the job description. Read it carefully
and ask the recruiter as many questions as he’ll allow.
And make an informed decision to proceed. Should therecruiter refuse (rare), I advise my closest friends to ter-
minate the call. The recruiter is just looking to ﬁll his
database of candidates. He may be performing businessdevelopment and wants some new resumes to introduce
himself to prospective companies.

P1: OTA/XYZ P2: ABC
c07 JWBT105-Levinson April 23, 2009 8:1 Printer Name: Courier Westford, Westford, MA
172➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
➤Frequently Asked Questions (and Their Answers)
Q:The recruiter only had a limited job description. What should I
do?
A:A lot of research. Quickly. Employers expect you to be well pre-
pared to discuss their needs versus your ﬁt, whether or not the
recruiter has prepared you. So you must do it yourself. Focus on
what their 5 top competitors are doing that keeps the employer up
at night. Start by reviewing their competitors’ latest products orservice offerings, then reach out to your network. Consider using
LinkedIn’s “Ask a Question” feature to gather covert intelligence.
It’s a fast free way to poll 29 million people.
Q:I did the interview and the recruiter hasn’t called me.
A:First off, you should have agreed ahead of time with the recruiter
to call them back right after you ﬁnished the interview. So did
you? Or did you have a cigarette and go for lunch? Time is of
the essence. Call and leave an upbeat message with your impres-sions. Save any concerns for when you connect. You don’t want
to leave them with the wrong impression. If you don’t hear back
immediately, it’s likely the recruiter is busy. They may be withthe client already reviewing the interviews. Normally, though,
the recruiter will want to talk to you before talking with the
client—but not always. Be brave. Wait ﬁve more days and thencall back. DO NOT—under any circumstances—call the client
directly.
Q:Should I rewrite my resume for the recruiter’s client?
A:Yes! The resume you sent has done its job—the recruiter called
you. Structural changes to the resume will likely help present you
in your best light to his client. Ask if the recruiter has a speciﬁc
template to follow and complete it promptly. Ask the recruiter
what he saw in your background that you should emphasize forthe client.
Q:Is there anything I should do when I meet the recruiter’s client for
the ﬁrst time?
A:If the recruiter is present [I always am], he will introduce you and
frame your background with the employer before you start. If therecruiter is not there, then you need to take the initiative to frame
the discussion by telling them what you understand the role to
be. Ask if your understanding is correct andask if anything has
changed since the employer last spoke with the recruiter. This
provides both you and the employer a subtle opportunity to get

P1: OTA/XYZ P2: ABC
c07 JWBT105-Levinson April 23, 2009 8:1 Printer Name: Courier Westford, Westford, MA
Recruiter nomics 2.0 ➤173
on the same page. Fail to do this and you run the risk of answering
the employer’s questions out of context. Do it and the interview
transforms into a conversation. This free ﬂowing exchange of in-formation relaxes both parties and is the ﬁrst sign your interview
is going well.
Q:The recruiter said I am the benchmark candidate. Is that good?
A:Depends. Naturally if you are ﬁrst to be interviewed then you
set the bar for the candidates who follow. You are the equivalent
of the pace car at the Dayton a 500. If the recruiter has worked
with the client before, he is putting his best foot forward—you.
Now, if the recruiter has never worked with this client andif he sits
in on the interview—you’re cannon fodder. After your interview,
the recruiter and client will spend time discussing what you did
or did not have which makes you a perfect ﬁt—hence the termbenchmark—and then the recruiter starts the real search. On the
other hand, if the recruiter has 20 years’ experience, you will
likely be at least a 90 percent ﬁt, which means you will still beconsidered as the rest of the slate of candidates are tabled. So
always be on your A-game.
THIRDLAW OF RECRUITER NOMICS
If you want to be found, you need to be visible. If you want to beconsidered, you need to cooperate. If you want to be successful,
you need to be proactive.
șRESOURCES
Podcasts
➤T otalpictureradio.com: The voice of Career Leadership, the pod-
casts you need to keep your career on track
➤JobRadio.fm: Career advice and jobcasts founded by renegade
podcast veterans Chris Russell and Peter Clayton.
Mashups
➤RecruitingAnimal.com: The King of Recruiting Media. Home
toThe Animal Show. Intelligent irreverence for insiders (Michael
Kelemen).

P1: OTA/XYZ P2: ABC
c07 JWBT105-Levinson April 23, 2009 8:1 Printer Name: Courier Westford, Westford, MA
174➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
➤RecruitingBlogs.com: The central nervous system for re-
cruiters. Blogs, videos, events, chat, and cool people (Jason Davis).
➤TheRecruitersLounge.com: Explores the wacky world of em-
ployment. Includes the latest Web search hacks (Jimmy Stroud).
Forums
➤Electronic Recruiters Exchange (ERE.net): Featuring opinions
and perspectives from leaders in the recruiting and human re-
sources ﬁelds. Blogs from Shally Steckerl, Maureen Sharib, Glenn
Gutmacher, Kevin Wheeler, John Sullivan, and the rest of the best.
➤OnRec.com: The magazine for online recruitment around the
world.➤FordyceLetter.com: The oracle for headhunters.
➤Xtremerecruiting.tv: Home of legendary recruiter Bill Vick. A
Trojan Horse for you.

P1: OTA/XYZ P2: ABC
c08 JWBT105-Levinson April 24, 2009 15:40 Printer Name: Courier Westford, Westford, MA
Part
III
Tactics That Make
You a Guerrilla

P1: OTA/XYZ P2: ABC
c08 JWBT105-Levinson April 24, 2009 15:40 Printer Name: Courier Westford, Westford, MA

P1: OTA/XYZ P2: ABC
c08 JWBT105-Levinson April 24, 2009 15:40 Printer Name: Courier Westford, Westford, MA
8Chapter
Guerrilla Networking
A Radical Approach
It’s more important to reach the people who count, than to count the people
you reach. Networking is not a numbers game.
—D AV I D PERRY
At the core of every job search lies one individual who will determine
your success—You. You are at the core of everything that goes on in
your life, no exceptions.
You and you alone are responsible for the failure or victory of your
job-hunting mission. Nobody cares more about you than you—not
even your mother. Job hunting is all about you and what you dofor yourself. You can count on other people, but you’re the one that
counts. T oo subtle?
șGUERRILLA NETWORKING
The world of work has changed dramatically over the past 5 years.
Isn’t it ironic, then, that most job hunters still depend on the same
old tired ways to ﬁnd a job? Traditional networking ultimately relies
on having a fundamental belief in the kindness of strangers. At its
core, it preaches that job hunters must have faith that they’ll ﬁnd a
job through a friend of a friend of a friend. This is largely a myth.
Although I’ve heard that this strategy yielded great results in
the past, it’s not enough today. With the constantly changing mar-ketplace, there is more competition for fewer leads. Traditional
177

P1: OTA/XYZ P2: ABC
c08 JWBT105-Levinson April 24, 2009 15:40 Printer Name: Courier Westford, Westford, MA
178➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
networking is much like casting your fate to the wind. It is too passive
to rely on. Moreover, there are 3 ﬂaws in traditional networking:
1.You need to have a network at hand when you ﬁnd yourself out
of work (by the way, being out of work is not the best time to
start building a network).
2.It requires you to be at least a little outgoing because you needto talk to strangers.
3.There’s no way to guarantee the jobs people refer will be ones
you’ll excel at, much less be interested in.
T oday, networking can either be the shortest route to your dream
job or to a lengthy series of unsatisfying lunches—the difference
lies in how you approach it. Let me show you how a guerrilla
networks.
Focus all your networking at the tip of the spear; the compa-
nies you have already identiﬁed as being the Tier 1 buyers of yourproduct—you. Anything else is a waste of your time, energy, andmoney. T arget those companies where you know you can help solve a
problem. We’ve been preaching target, target, target, for a reason—it
works. T arget with laser precision.
șHOW TO NETWORK LIKE A HEADHUNTER
Headhunters network every day out of pure necessity. More oftenthan not, they will have an assignment for “X,” whatever “X” may betoday, even when they’ve never recruited an “X” before. That doesn’t
stop them from completing the mission. Instead, there are tried-and-
true methods for locating, identifying, and recruiting candidates. Thefollowing 4 steps show you how to do that for yourself.
➤Step 1: Locate Your Target Companies
Determine which companies you want to work for, how you can add
value, and why they should hire you. If you’ve read up to this point inthe book, you’ve already done this work.
➤Step 2: Identify Who Runs the Department
Find out who is in charge of the area you want to work in. This
generally means identifying a vice president or general manager.

P1: OTA/XYZ P2: ABC
c08 JWBT105-Levinson April 24, 2009 15:40 Printer Name: Courier Westford, Westford, MA
Guerrilla Networking ➤179
For companies with less than 50 people, it may mean the owner or
president. You can get this information by calling the company and
asking, “Who’s responsible for X” or by looking on the ﬁrm’s web siteto ﬁnd the person in that position. Several methods for doing this are
outlined in Chapter 4.
➤Step 3: Research Referrals
Find people who worked at this company in the past. Call them on
the telephone and get information about:
➤The person you are targeting
➤The department the person runs
➤The company
Be sociable and ask these people how they liked working there.
Watch for any hesitation before they answer. The pause may be aclue that they don’t want to answer negatively and are framing a safe
answer.
The reasons for asking most of the following questions should
be obvious. Having said that, keep the following select questions in
mind even though it may not be immediately clear why you need toask them. This exercise will help you prepare for an interview at a
later date.
You should ask the following questions in the order they are pre-
sented here:
About the Potential Boss
1.Did you work directly for [insert name of potential boss]?
➤If the people you question did not work directly for the
person, they may not be able to answer the questions
100 percent accurately, but their feedback may still be of
value.
2.How long did you work for [insert name]?
➤Longer is better.
3.What is [insert name] like?
➤What they mention ﬁrst will be a dominant characteristic.You may need to push a bit to get the response.
4.What kind of person is [insert name]?
5.What kind of manager is [insert name]?

P1: OTA/XYZ P2: ABC
c08 JWBT105-Levinson April 24, 2009 15:40 Printer Name: Courier Westford, Westford, MA
180➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
6.What does [insert name] look for in an employee?
➤How does your experience compare to that of the people
they normally hire?
7.How is [insert name] positioned in the company?
➤This is a crucial question to conﬁrm that you are targetingthe right person.
8.Is [insert name] on the way up or down?
9.Does [insert name] have the ear of the president or owner?
➤You need to know whether this person has the capabilityto hire you and can get the president to sign off.
10.Is [insert name] political or a straight shooter?
11.What is his temperament?
12.Where does he get his good people from?
13.What type of people does he hire?
14.Is [insert name] forward thinking or reactive?
15.Is he aggressive or laid back?
16.How’s his ability to pick winners?
➤You need to know now if this manager can easily recog-
nize talent. This will dictate the amount of effort you may
need to put into your approach.
17.Will [insert name] go to bat for his staff?
18.What was his biggest accomplishment?
19.Does he seek professional growth for himself? (If not, it will
be difﬁcult for you to grow on the job.)
About the Department
1.Is it growing or shrinking?
➤Either way, the information will inﬂuence which of your
skills you emphasize.
2.Is the department under pressure from competitors?
➤How is it handling this?
3.What are the department’s biggest issues?
➤Can you solve their problems?
4.Is the department respected by the rest of the company?
➤This determines whether it can get another hire in thebudget.

P1: OTA/XYZ P2: ABC
c08 JWBT105-Levinson April 24, 2009 15:40 Printer Name: Courier Westford, Westford, MA
Guerrilla Networking ➤181
5.Is the department seen as adding value to the company or is
it viewed as just another cost center?
6.How’s the department doing compared with other depart-
ments in the company?
7.What’s the biggest thing the department needs to do to besuccessful?
About the Company
1.What new products or services are they looking to build or
offer in the near future?
➤How can my experience apply?
2.How are they doing ﬁnancially?
3.If there’s one thing they need to do better than their competi-
tors, what is it?
4.What do they do better than their competitors?
5.Who are their best customers?
6.Who would they like to have as customers?
7.What do their customers think of the company?
8.How’s the turnover?
9.Can you think of anyone else I should talk to?
➤Get referrals, if you can, to people who currently work
there to help cement your position even before you come
in for the ﬁrst interview.
10.Would you work there again?
11.Why did you leave?
➤Asking this directly is a good idea, especially if the per-
son has made negative comments about the individual,
department, or company. A person who won’t or can’t re-turn to a former job may have a beef with the company
that makes any opinion of doubtful value.
12.Does the company have a clearly stated vision? Do people inthe company know what it is?
Your All-Important Last Question
13.“If I decide to talk with them, can I say I was speaking with
you?”
➤You ask that question for 2 reasons: (1) If your questionswith the former employee result in positive answers, that

P1: OTA/XYZ P2: ABC
c08 JWBT105-Levinson April 24, 2009 15:40 Printer Name: Courier Westford, Westford, MA
182➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
employee’s name may help you later in securing a meet-
ing with the hiring manager; (2) the former employee
may decide to phone his old boss and tell him about allthe background due diligence you’re doing on the com-
pany. That’s a great thing.
Your Icebreaker Question
Here’s your opening line—pick up the phone, dial the number, and
say:
Hi, my name is
. I’m doing some re-
search on XYZ Corporation and I know that you used to work
there because [explain how you found the person’s name]. I’mthinking of applying for a job there. Can I ask you a couple of
quick questions to see if it’s worth my time and effort? I know this
is an unusual way to do a job-search but …
Now be quiet and let the person answer yes or no. In my experi-
ence, most times they’ll say, “Sure, what do you want to know?”
If they say “No,” ask: “Do you know anyone who I can talk to about
the company because I’m really interested in ﬁnding out as much asI can before I approach them?”
Either you will get a referral with your second attempt, or the
person may decide to answer your questions after all. Someone whohad a good experience at the company will answer your questionswithout hesitation. If it was a bad experience, the person may tell you
as well, but it’s unlikely. If you don’t get anywhere, move on to the
next person on your list.
Expect results! With a few minor variations, this is exactly how
headhunters network to ﬁnd candidates.
Ask whatever you think is important for you to know before con-
tacting the next person. You will be amazed by how much you will
learn. Further, you may be stunned by what people will disclose about
former employers—if you just take the initiative to ask.
The competitive intelligence you gather is valuable. Now you can
assess how your accomplishments ﬁt with the employer’s needs. Afterdoing 3 to 4 of these interviews, you’ll have the inside track. You will
be able to assess which of your accomplishments might be of most
interest to the employer.
When you approach the company, you will know far more than
any other job hunter before you’ve even had your ﬁrst interview. Youmight be able to decide if it’s even worth working there. How powerfulis that? That’s how a guerrilla job-hunter networks.

P1: OTA/XYZ P2: ABC
c08 JWBT105-Levinson April 24, 2009 15:40 Printer Name: Courier Westford, Westford, MA
Guerrilla Networking ➤183
➤Step 4: Refer Yourself
Instead of relying on someone to refer you, take the initiative and re-
fer yourself. The rejection rate will be very low if you use the followingscript exactly as I have written it. There is powerful sales psychology
at work here—too much to explain in this book—just do it. Trust my
20 years of experience.
The following words are what you should say. The text below each
statement brieﬂy explains why you are saying what you are sayingand what the employer’s response is likely to be.
T elephone the person you identiﬁed as running the department.
Keep calling until you connect with the person and say:
You: My name is
. I’ve been researching your
company and have talked to [name 2 of the people you spoke with
if you have their permission] and they think that we should talk.
Do you have time for coffee next week?
This opener is designed to build curiosity and establish your right
to talk to this manager. Using the names of the people who have
worked for the person in the past gives you credibility.
Employer: What’s this about?
The tone of voice could be curious or annoyed because you still
haven’t said what you want. Stay with the script.You: I’ve been examining the way you [market your product—sell
to people—manage inventory—develop new products—(ﬁll in the
blank with the problems you know they have that your experience
can address)], and I have a few ideas I’d like to share with you. Do
you have time for coffee next week?
The manager may think you’re a consultant—which could be good
or bad and there’s no way to know in advance—or could sound grate-
ful that the former employees were thoughtful enough to refer you
because the department does have a big problem to solve. The person
may invite you in right now or continue to cross-examine you.
Note: Make sure you’re hitting the company’s problem areas.
Employer: Are you trying to sell me something?
You may sound like a bit of a classic salesperson, but don’t panic.
Follow the script.

P1: OTA/XYZ P2: ABC
c08 JWBT105-Levinson April 24, 2009 15:40 Printer Name: Courier Westford, Westford, MA
184➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
You: No. In the course of doing my market research on the [name
the industry] industry, I’ve learned that your company might be
a good ﬁt for my [project management skills] but frankly you’rethe only one who knows that for sure. In the interests of time,
I thought I would see if you had time for coffee so I can see if
the types of results I achieved for [name the company] could bereplicated for your company.
Now you’re talking about how you solved a similar problem else-
where and that will build your credibility and his interest in seeing
you. But it still may not be enough.
Employer: Thanks, but we’re not hiring anyone right now.
If you hear this, you need to verbally pull back to maintain con-
trol. Here are the 2 rebuttals you should use, one after the other if
necessary.
Rebuttal A
You: “That’s good because I’m not saying I’m interested in working
there—at least not yet—but we both know the time to identify
talent is long before you need it—would you agree [you want him
to say something at this point to keep him in the conversation]?
“[Name 2 more people you spoke with if you have their per-
mission] said it might interest you to know how [throw out yourbiggest accomplishment at your current or last company that
matches this company’s need] for XYZ Corporation. Do you have15 minutes for coffee next week?”
Often one accomplishment that addresses their problem will be
enough to secure a meeting, but maybe not.
Rebuttal B
You: “You know XYZ Corporation had the same concern—Here is
what I did for them [throw out your next biggest accomplishment].
“I have no idea if that’s important to you or if you’re the type
of company I can do this for, but [name a few of the people you
talked to] thought it might be of interest. Do you have 15 minutesfor coffee next week?”
A second accomplishment that addresses their problem should be
enough to secure a meeting, but again it may not be.Employer: No, we’re not hiring, but you can send me a resume.

P1: OTA/XYZ P2: ABC
c08 JWBT105-Levinson April 24, 2009 15:40 Printer Name: Courier Westford, Westford, MA
Guerrilla Networking ➤185
Don’t be fooled. The employer just wants you off the phone. Finish
with this statement.
You: I don’t have an up-to-date one. I’m not your typical [name your
position]. I’m being smart about this. I’ve researched a few com-
panies I want to know more about, and yours is one of them. Afterwe meet, if you think my experience can beneﬁt your company,
then I’d be happy to do a formal resume and wait until you have
an opening. Can we meet next week for coffee?
If you get the appointment, you need to pick the place and time
and conﬁrm it 2 days prior.
If the manager still doesn’t bite, there’s not much more you can do
with the situation. Frankly, there’s probably something wrong with
the person and, in my experience, that may actually be the company’s
problem. So there’s only one thing you can do—move up the chain of
command to this person’s boss. If you get the same reaction from theboss, move on to the next company.
GUERRILLA TIP
➤Follow the script but practice until you don’t sound
like you’re reading it. You need to sound relaxed and
natural.
➤Practice on a blind lead—approach companies where, for
whatever reason, you speciﬁcally do not want to work. In the
headhunting business, we call these throwaways; companies
we try new marketing material on before approaching a realemployment lead.
➤Throwaways don’t matter, so be as bold as you like. Prac-
ticing will build your guerrilla conﬁdence.
șUSING GOOGLE FOR LEADS
Right about now, you’re probably saying: “Great idea, Dave, but where
do I get the names of the people to call?” Thanks for asking. RememberGoogle? Go to www.google.com and type in the name of the company
you’re interested in with the words “resume,” “work experience,” and
“apply,” exactly as shown in Figure 8.1.

P1: OTA/XYZ P2: ABC
c08 JWBT105-Levinson April 24, 2009 15:40 Printer Name: Courier Westford, Westford, MA
186➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
Figure 8.1 Google advanced exact word search.
For illustrative purposes, we’re using PeopleSoft as the company.
This will bring back results that will include people who have worked
for PeopleSoft in the past. The preceding example resulted in 127,000
hits at the time—your results will vary because Google changes by theminute.
Substitute the name of the company in this example for the com-
pany you want to research. Find a contact name among the returnedlinks, get a phone number, and call that person. Using Google in this
way should provide a handful of leads to former employees.
There are other ways to do this. One of the largest databases of
professionals in the United States is Zoominfo.com (www.zoominfo.com). This search engine allows you to do a keyword search by title,
company, location, and a host of other criteria. The free version of theproduct allows users to search for a speciﬁc person by name with or
without a company name. The lists include former employees. They
are ideal because it’s a universal truth that if approached correctly,they will most often discuss previous employers quite openly. This
is a tactic that successful headhunters use and so should you. After
the ﬁrst couple of awkward calls, it’ll become as easy and matter-
of-fact as pouring a cup of coffee. The good news is you can always
hang up if you get nervous. Of course, there is an easier—if somewhatslower—way to do this.
șTARGETING REFERRALS USING SOCIAL NETWORKS
The key to networking is to ﬁnd people you can network with. Forthose of us who are terminally shy, the Internet has made it possible
to network from our computer keyboard and avoid those awkward
mixers most people associate with networking events.

P1: OTA/XYZ P2: ABC
c08 JWBT105-Levinson April 24, 2009 15:40 Printer Name: Courier Westford, Westford, MA
Guerrilla Networking ➤187
➤Social Networking for Success
There are many online sites that facilitate networking. Most are based
on the “six degrees of separation” principle that recognizes actor KevinBacon as the center of humanity. Each site has slight variations on
how you build and grow your network.
First you join a site and create a personal proﬁle. Your proﬁle can
include anything you want but generally it’s your business proﬁlethat is of interest. Before you get too excited, let me tell you right now
that the sites are designed to protect your privacy and that of the other
members.
Second, you invite all your friends and business associates to join.
Many sites have technology to facilitate inviting your entire Outlookdatabase. When these people join, they are “1 degree” away from you.
Their network of contacts then would be “2 degrees” away.
Your network will grow as quickly as you recruit members who
recruit members. Your ability to e-Network your way to a new jobgrows exponentially as your network develops.
➤Link In and Connect
LinkedIn (www.linkedin.com) is my favorite. A basic account is free
and you can upgrade to premium accounts for less than one night out
on the town.
LinkedIn works by ﬁrst requiring that you set up your online
proﬁle and then invite your friends to join your network. After peoplejoin, they ask their friends and colleagues to join. For job hunters, this
is a treasure trove of leads.
There are several ways to use the site to ﬁnd people you’re looking
for quickly. This site recommends doing a search on the companyyou want to be referred to and see whom you ﬁnd. You then send a
note to the person who is directly linked to the person whom youwant to connect to. With our PeopleSoft example it would look like
Figure 8.2.
The Results Show 13,653 Contacts
You can experiment with the technology to get more or fewer results.
In my case, 13,653 people (via my network) is far too many to start to
network with. I want fewer people but at a higher level in the organi-
zation. By putting in the title vice president, I narrow the number ofcontacts down. In our example, this amounts to 1,263. I can narrow
this further by location if I want to, so I select to narrow it down by zip
code 10001 in New York. The 68 hits is a manageable number for me.

P1: OTA/XYZ P2: ABC
c08 JWBT105-Levinson April 24, 2009 15:40 Printer Name: Courier Westford, Westford, MA
188➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
Figure 8.2 Networking example.
The basic idea is to then request, via the technology, for someone
to connect you to the person you want to network with. The technol-
ogy is set up to facilitate the introductions electronically.
LinkedIn also lets people who have linked with you leave testimo-
nials on how you were to work with. As a headhunter, I can view thetestimonials, click to see if the testimonial writer is someone I should
believe, and then decide if I want to contact the person. Not having
testimonials doesn’t mean someone is a dud, but having 10 or more
that are consistently good will make me want to connect with that
person.
From a headhunter’s standpoint, LinkedIn has it all. From a job
hunter’s standpoint, LinkedIn represents an opportunity of a lifetimeto establish a powerful network of inﬂuential colleagues and friends.

P1: OTA/XYZ P2: ABC
c08 JWBT105-Levinson April 24, 2009 15:40 Printer Name: Courier Westford, Westford, MA
Guerrilla Networking ➤189
Here’s a dirty little secret: recruiters can and will use your
LinkedIn proﬁle as a screening tool. In fact, recruiters use LinkedIn
every day to ﬁnd candidates for positions. A recruiter may be lookingat your proﬁle even as you read this. This is not how LinkedIn was
intended to function when it was built, by the way, but this is how
the site has developed. Many consider it your ﬁrst interview. They’llread your proﬁle and assess your previous employers and your accom-
plishments. They’ll look to see if the resume you sent is consistent.
If you said you accomplished “x” at your last employer, it would be inyour best interest to have a quote saying so from your previous boss
as part of your proﬁle.
LinkedIn gives you all the tools you need to create and maintain
your online identity. It is not a toy. Unlike many other social network-ing sites, LinkedIn is for serious career-minded professionals. Like
ZoomInfo.com, LinkedIn is currently used by 252,285 third-party re-cruiters. Often it’s the ﬁrst site they visit in the morning—even before
opening their e-mails. It’s that powerful. There are several great books
on LinkedIn, so what I’m about to tell you will help you get up on
LinkedIn quickly and “supersize” your exposure quickly.
➤Super-Sizing Your Online Career
Portfolio—FREE with LinkedIn
Guerrillas are not slaves to technology. They leverage it for their ad-vantage. Here’s what you should do right after you have created your
LinkedIn proﬁle:
1.Send a request to link to me. You’ll get access to my second-
level network of more than 700,000. They will becomeyour third-level contacts instantly (www.linkedin.com/in/
davidperry/).
2.Get a personalized e-mail signature (like mine just above). It’s
free and you’ll have it for life, so no matter where you are
5 years from now your clients, friends, and favorite head-hunters will be able to ﬁnd you. Follow the instructions.
3.Download and install all of LinkedIn’s productivity tools.LinkedIn has made it so easy to search, build your network,and manage your contacts, all from the applications you use
everyday like Outlook, Internet Explorer, and Firefox.
4.Download the Jobs Insider applet. This applet displays the per-
sonal connections you already have in your LinkedIn ac-
count that are tied to the hiring managers and companies

P1: OTA/XYZ P2: ABC
c08 JWBT105-Levinson April 24, 2009 15:40 Printer Name: Courier Westford, Westford, MA
190➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
for any job listed online at Monster, CareerBuilder, HotJobs,
Craigslist, Dice, Vault, and many more. It’s a Trojan Horse (the
good kind, i.e., clever Odysseus’s wooden horse in the battlefor Troy).
5.If you have a blog, web site, Facebook, or MySpace account thatwill add value to your job search, then link to it through the“web sites” section of your proﬁle. Go to the widgets section and
download—at a minimum—the Company Insider and ShareOn LinkedIn applications.
6.Go to www.toplinked.com and follow the instructions to Linkto the largest “connectors” in LinkedIn. These people, known
as LinkedIn LIONS are “open networkers” who will accept
your invitation to connect with them without question. This
will instantly grow your contact base overnight. You can al-ways uninvite people later …but why you would want to is
beyond me.
7.Become a groupie. Go to the Companies T ab at the top of your
page. Select company search. Scroll to the bottom of the page
and select “Browse All Industries.” Now select the industry(s)
you want to search for a job in. Choose a company you wantto work for. Find anyone in sales or marketing or the com-
pany’s recruiter and look at their proﬁle. Got it open? Now
scroll down the page until you ﬁnd the “Groups and Associa-
tions” section. Now, look at the groups this person belongs
to. Remember the expression, “birds of a feather ﬂock to-gether”? It’s important in networking. If appropriate, join
the group. At last count there were more than 2,600 different
groups. Make sure you join the Guerrilla Job Search group(www.linkedin.com/e/vgh/1189487/). Or, go to the “Groups”
link on your home page right now and join.
8.Show and tell. Just like when we asked you to prove your
claims with your Guerrilla Resume (reread Chapter 5 if needbe), you’ll want to show people that you’re the real deal. T o
do this, you need to ask your colleagues, customers, and so onfor recommendations. LinkedIn steps you through this on the
site. Get the ones that back up your accomplishments ﬁrst.
9.From the “Applications” link on your home page choose whichof the applications you’d like to install. Are you a sales or mar-
keting person? How about uploading a PowerPoint that you
use to sell your company’s product/service (you may need

P1: OTA/XYZ P2: ABC
c08 JWBT105-Levinson April 24, 2009 15:40 Printer Name: Courier Westford, Westford, MA
Guerrilla Networking ➤191
permission from your employer). Are you an accountant who
can make a spreadsheet sing and dance? Upload an example.
Remember, everyone says they’re smart, creative, driven, andso on. With LinkedIn, you can also prove it.
10.Install the “Polls” function. When you have 150 or more of
your own ﬁrst-level contacts, create a poll related to your jobsearch. Send it to them. It’s faster than a networking letter or
the phone.
11.Connect to your other social networking sites. Just as you can
connect your blog or web site and so on to LinkedIn, you
should link your Facebook and other social networking ac-counts to your LinkedIn proﬁle. Many sites automate the
process for you. For example, my Guerrilla Job Search blog
hosted on T ype Pad automatically updates my Facebook andLinkedIn account. This way I only need to enter my data
once—in this case on my blog—and it appears in LinkedIn
and Facebook auto-magically.
GUERRILLA MISSION
Stop reading! What you have just learned is so powerful that, be-fore you do anything else, I want you to establish your LinkedInproﬁle and invite your network of friends and colleagues to join
you—right now! I’m serious. Joining LinkedIn is free and not
something you want to “get around to.” It’s very likely that yournext job won’t be your last. You must do it now. Read the online
tutorials and learn how to maximize your network.

P1: OTA/XYZ P2: ABC
c08 JWBT105-Levinson April 24, 2009 15:40 Printer Name: Courier Westford, Westford, MA
192➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
GUERRILLA INTELLIGENCE
Be Found
Jason Alba
If recruiters, hiring managers, human resource managers, own-
ers of companies, executives, and other professionals are search-
ing for you, don’t you think you should be ﬁndable? There are
plenty of opportunities for you to optimize your LinkedIn ac-
count and proactively ﬁnd contacts and information to help youin your job search and career management. Let’s explore what
you can do.
T o be found on LinkedIn, make sure your proﬁle has the
right stuff in it. Make sure when people come across your proﬁlethey ﬁnd it to be credible. Make sure you look like you are a part
of the social environment there and not just poking around.None of these take much time, but they all help you become
more approachable by those who really need your services.
If you are a project manager, what terms might someone
search for? Project Manager, of course. How about PMP or PMI?What about any other associations, professional designations,
or even conferences? Make sure you put all of this in yourproﬁle—ensuring you put acronyms as well as the entire spelled-
out name.
In addition to putting these special key words and phrases in,
write your proﬁle so people can read it easily. Put in compellinginformation about you as a professional. A LinkedIn proﬁle is
not a resume, so it doesn’t have to read as stiff as a resume might
read, but it should show you in a professional light.
There are things I look for on your proﬁle that tell me
whether you are just playing around, or that you see value inthis awesome tool. Is your picture there? Did you claim a “vanity
URL”? These are very easy and quick to do, and makes it lookmore “on purpose.” Additionally, I’ll look to see how many con-
tacts you have (three is not enough), how many recommenda-
tions you have, and what relationships the recommenders havewith you, and whether you participate in Answers. None of these
are deal-breakers, but I’m going to know you take networking
and professional development seriously.
When we talk about ﬁnding on LinkedIn, think about ﬁnd-
ing 2 different things: network contacts and information. The

P1: OTA/XYZ P2: ABC
c08 JWBT105-Levinson April 24, 2009 15:40 Printer Name: Courier Westford, Westford, MA
Guerrilla Networking ➤193
most basic search you should do is with the search box at the
top of every page. If you want to get into Acme Widget, Inc.,do a search for “Acme Widget.” You may ﬁnd current or past
employees, as well as possibly partners, vendors, or customers
(depending on what people have put in their proﬁles). Any ofthese professionals could be network contacts for you, to help
you learn more about the company and issues.
LinkedIn’s original value proposition is that you can tap into
your contacts’ connections. Think about it—the value you getfrom using LinkedIn is not that you can track your professional
connections, rather, that you can ﬁnd out who they know. You
should ask, “Who do you know.” LinkedIn automates that step of
the process for you.
Jason Alba is CEO of JibberJobber.com and author of “I’m on LinkedIn—Now
What???” and “I’m on Facebook—Now What???” Reach Jason at www.linkedin.com/in/jasonalba/.
șMY PERSONAL EXPERIENCE WITH
THE POWER OF NETWORKING
Mark J. Haluska is the executive director of Real Time Network,
www.rtnetwork.net, in Pittsburgh, Pennsylvania. He and I ﬁrst metonline at RECNET, an international online forum for recruiters and
headhunters.
Mark and I have worked as colleagues for 9 years now. I think
we initially clicked because of our similar military backgrounds andbecause Mark has an offbeat sardonic sense of humor not unlike my
own. He has a real ability to cut to the chase. In fact, we ﬁrst got toknow each other by trading barbs on recruiting for the ﬁrst 2 years
over the Internet.
Mark was one of the ﬁrst headhunters to read my initial book,
Career Guide for the High-T ech Professional: Where the Jobs Are Nowand How to Land Them (Franklin Lakes, NJ: Career Press, 2004), and
he was pretty blunt. He liked the book all right, but he thought ithad wider appeal than just the technology industry. When I was ap-
proached to write this book, I asked Mark if he would mind prooﬁngsome of the chapters. I wanted another industry insider to review the
material to ensure my strategies and tactics were state-of-the-moment,
accurate, and coming across correctly.

P1: OTA/XYZ P2: ABC
c08 JWBT105-Levinson April 24, 2009 15:40 Printer Name: Courier Westford, Westford, MA
194➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
Well, let me tell you, face-to-face we’ve become great friends, and
the working relationship has been outstanding. Not only has Mark
read every word in the book, he has challenged my assumptions andencouraged me every step of the way. You would think our desks
were right next to each other. We are colleagues in every sense of the
word. We talk on a regular basis and e-mail each other daily aboutmore than just the book and headhunting. That is the real power of
networking.
Kevin Donlin, my partner in the Guerrilla Job Search Boot Camp
project, found me online after reading my book and a few of myarticles. He just called me up for a chat. I talked to him, as I had talked
to so many other people who had read the ﬁrst edition of Guerrilla
Marketing for Job Hunters and wanted to “partner” with me, and I
casually said, “The next time you’re in town call.” Given the chance tofollow through on a big idea, most people will do nothing. Not Kevin.That was the only opening he needed. He called me back a few days
later to tell me he was going to be traveling through Montreal on his
way back to Minneapolis and he was “wondering if that was very far
from my house?” I got in my car and drove.
We met, talked about our similar vision for job hunters, and
started working together, ﬁrst on our e–book Guerrilla Resumes and
then speaking presentations, and now on the rollout of our Boot
Camp. One of the reasons the relationship has worked out so well, de-spite his obvious talent, is that Kevin delivers on his promises—always.
Nothing is more important in business than doing what you promise.
When you’re making a new acquaintance networking, it’s 10 timesmore important because the other person will scrutinize the rela-
tionship looking for inconsistencies and a reason to break it off. The
secret is to pay it forward.
Personal networking aside, the monetary value of these relation-
ships can easily run into the hundreds of thousands of dollars.

P1: OTA/XYZ P2: ABC
c08 JWBT105-Levinson April 24, 2009 15:40 Printer Name: Courier Westford, Westford, MA
Guerrilla Networking ➤195
AW A RS T O R Y
Stephen Forsyth
Linkedin.com is one of the most useful networking sites for job seek-
ers. In fact, it was the vehicle that gained me my position at CML
Emergency Services. After submitting my CV to David Perry, I decidedto research the company. I decided to utilize the “search by company”
function on the “people” tab on Linkedin.com. In the results, I rec-
ognized Allan Zander’s name, since we had attended engineering at
University of Western Ontario together. Ironically enough, he was the
hiring manager at CML and had also worked in the same group withme at Nortel. I sent a connection request to him through LinkedIn
and a few days later I was being interviewed by him and subsequently
hired. It was quite apparent that without LinkedIn, I would not havemade the connection with Allan and may not have been selected for
an interview. Since then, I have used LinkedIn to power my business
network.
Stephen Forsyth’s connection request to Allan Zander through
Linkedin.com:
Allan,
Irecognizeyournameanditappearsthatwehavecrossed pathsinNorteland
at Western Engineering, so I'm sure that we must have some common contacts
and interests.
IamcurrentlysearchingforopportunitiesinproductmanagementintheOttawa
area andcame across your name through LinkedIn.
I am a senior manager with expertise in product management, strategic plan-
ning,relationshipmanagement,productdevelopmentandchangemanagementwithinthetelecommunicationsindustry.Ialsorecentlycompletedtheexecutive
MBA program at the University of Ottawa, and I have eight years experience at
Nortel, including a 2-year expat. assignmentin Germany.
I noticed that you are looking for some PLMs at CML Emergency Services and I
would appreciate it if wecould connect to discuss opportunities.
Please contact me at your convenience.Regards,
Steve
Stephen Forsyth, Director Product and Strategic Management Link: www.
linkedin.com/in/stephenforsyth/.

P1: OTA/XYZ P2: ABC
c08 JWBT105-Levinson April 24, 2009 15:40 Printer Name: Courier Westford, Westford, MA
196➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
șWHERE ELSE TO NETWORK ONLINE
Chat rooms, networking web sites, and other community forums exist
all over the Internet. Many industries have speciﬁc sites they use
for sharing knowledge and discussing trends. Yahoo! has the largest
assortment at groups.yahoo.com. Some other accessible ones include:
➤Vault.com (www.vault.com)
➤Lycos Communities (www.lycos.com)
➤America Online (www.aol.com)
There are hundreds of networking sites on the Internet. The easi-
est way to ﬁnd one that may be useful for you is to enter this phrase
into Google: “List of social networking web sites.” It will bring you
links to web sites that have indexed all the major social networkingsites.
The biggest challenge with social networks is that you’re still
relying on the kindness of others to send your request for a referralforward to the intended recipient. Of course, nothing stops you from
ﬁnding the name of someone you want to talk to and contacting the
person directly. If you do this, bear in mind that there’s no guaranteethe person will be receptive to hearing from you. They may report
the violation of the terms of agreement for using the site and that
may cause your account to be suspended. I suggest you obey the rulesposted on each site. It’s been my experience that most people respond
to my request for a referral within 24 hours. I know other recruiters
who will simply pick up the phone and call, saying “Hi
you and I are connected on and I was wondering …”
șSELECT TWISTS ON TRADITIONAL NETWORKING
Okay, so maybe you want to network in person. If that’s the case, here’show to ﬁnd the venues you need and what to do when you get there.
➤Networking Venues
Every town and city in the United States has a “hot spot”; a place where
all the “heavy hitters” congregate. Find it and join. The easiest way tolocate these business or professional alliances is to ask professional
people such as your banker, insurance agent, or investment consul-
tant what groups they belong to. The main job of bank managers is

P1: OTA/XYZ P2: ABC
c08 JWBT105-Levinson April 24, 2009 15:40 Printer Name: Courier Westford, Westford, MA
Guerrilla Networking ➤197
to solicit new business, and to do that they go where the inﬂuential
people in town congregate. It will probably be a civic organization,
golf club, or industry association. It really depends on where you live.
Your contact network should always be growing, and the best way
to expand it is to seek out new people and build relationships. Itdoesn’t really matter whom you choose, as long as you like them,they like you, and you can help each other. And when you get a job,
let them know they helped with a quick note of thanks.
➤Classmates.com
The granddaddy online community-based networking is Class-
mates.com. The basic version is free. Using Classmates is closer to
traditional networking because it’s based on your alumni. At Class-mates, you can join a network of people you went to school with
(high school, college, or university) as well as military, industry, or
company alumni. The challenge with using it to source contacts isthat you need to search by state. I did a search for PeopleSoft in New
York State and found only one connection.
On the other hand, if you want to reach out to people you went
to school with to reconnect and network, then Classmates is the wayto go.
AW A RS T O R Y
Dave Opton
One Classmates.com member, a Notre Dame alum, read in BusinessWeek
that more CFOs attended his alma mater than any other university, so
he obtained the list and wrote to them all. His “good old college try”
netted him 3 interviews and one oﬀer.

P1: OTA/XYZ P2: ABC
c08 JWBT105-Levinson April 24, 2009 15:40 Printer Name: Courier Westford, Westford, MA
198➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
Another member leveraged his college connection when he
learned his school was going to be in the NCAA tournament in Ann
Arbor, Michigan. As a demonstration of school spirit, he decided toattend the event, but not before attending a professional association
meeting. At the meeting, he learned of an Ann Arbor position that per-
fectly ﬁt his credentials, so he scheduled an interview while he wasin town for the tournament. He became happily employed in a new
location as a result.
Dave Opton, president, ExecuNet (www.execunet.com). Reach Dave at www.
linkedin.com/in/dopton/.
➤Other Alumni Networks
If you’re looking to make inroads with Fortune 1000 companies, then
use a keyword search in Google to see if they have a corporate alumni
web site. Many do and it’s the easiest way to ﬁnd people. The command
for Google is “[name of the company]” and alumni (see Figure 8.3).
Figure 8.3 Alumni approach.
If former employees have an alumni site, this will ﬁnd it. We were
looking for Lotus Notes people recently and found this site throughthat query: www.axle.org.
GUERRILLA INTELLIGENCE
Women and Networking
Penelope Trunk
One of the reasons the glass ceiling persists is because network-ing is key to getting ahead and women are not as effective as men
at building a network. For one thing, men, more than women,
are likely to be invited out to dinner (since men are doing theinviting). Also, men, more than women, are likely to have the
time to network outside the ofﬁce (since women are the primary
caretakers of children even when both spouses work).

P1: OTA/XYZ P2: ABC
c08 JWBT105-Levinson April 24, 2009 15:40 Printer Name: Courier Westford, Westford, MA
Guerrilla Networking ➤199
If you are a woman who thinks you do not have a problem
networking, you are wrong: when men entertain clients at bas-
ketball games and strip clubs, you are not invited. Don’t tell
me you don’t work with men like that. How would you know?
They’d never tell you. Additionally, men talk differently to menthan to women. The subtext of an all-male conversation is let’s-
be-friends. The subtext of a male-female conversation is let’s-
have-sex.
So women need to approach networking differently than
men. Women are at a disadvantage and need to ﬁgure out waysto get ahead in the game. Here are some times when men don’t
typically network, but women can:
➤During work hours: W h i l em e nt e n dt on e t w o r kb e f o r e
and after work, women usually feel too strapped for time
for that. So women should concentrate on creating a net-work during ofﬁce hours. This means setting aside time to
speak informally with people inside your ofﬁce and taking
long lunches with people from other companies. This sortof schedule requires careful planning to start and maintain
relationships—something women are usually better at than
men.
➤During family time: Most moms work. So get to know the
parents at soccer games or at gymnastics practice. You never
know who might be there, especially on the weekend. Inmany cases, you will spend as much time with these parents
as you do with some of your coworkers. So make the time
count for your career.
➤During book clubs: The recent ﬂurry of book club groups
has not caught on among men, but women love them—even
high-powered women you’d expect to be too busy to read
Middlemarch. So while you’re at the book club, don’t be timid
about letting people know what you do, and how you can
help them. In that context, they are likely to reciprocate.
➤At the gym: It doesn’t matter how busy you are, how
many kids you have, you have to get some form of exer-
cise. Sadly, most moms do not take this advice to heart, so
the women at the gym are usually the single, no-kids, high-power types—great for networking. If you start going on a
(continued)

P1: OTA/XYZ P2: ABC
c08 JWBT105-Levinson April 24, 2009 15:40 Printer Name: Courier Westford, Westford, MA
200➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
regular schedule, you’ll meet the other people who are on
your schedule—men and women.
Each of these situations will be awkward for most women
because generally, women don’t like mixing business with plea-
sure. But here’s my advice to you: get over it. Men do it all thetime. In fact, for many men, there is rarely pleasure to be had
unless it’s mixed with business. So if you want to compete in a
man’s world, which corporate America deﬁnitely is, then youneed to take the small opportunities you have and work them as
hard as you can.
Penelope Trunk is the New York-based author of Brazen Careerist (New York:
Business Plus, 2007). She has started Internet divisions at Fortune 500 compa-
nies, founded 2 technology-focused companies, endured an IPO, a buyout, anda bankruptcy. Contact her through www.linkedin.com/in/penelopetrunk/.
șTHE KITCHEN SINK APPROACH
While I would advise you not to speciﬁcally count on your friends and
relatives, you would be remiss as a guerrilla if you did not use every
possible tool. So, involve all your friends and colleagues in your job
search.
Many companies post jobs internally before going to newspapers
or third-party recruiters, or have referral programs that pay employ-ees a bonus for referring people. Ensure that your network of friends
has your resume in electronic format and permission to forward your
resume to hiring managers on your behalf. When referred by a col-league within your network, always ask the referrer how you should
follow up. Some people will want you to call, others won’t. You need
to abide by their wishes or they will not refer you again.
GUERRILLA TIPS
➤Start with the people you know best. This encourages you
to make the calls, and it’s a great way to ease into networking
because they’ll be nicer than strangers.
➤Don’t jump right into your agenda; start off by asking
them, “Is this is a good time to talk and what’s new?” They’ll
get around to asking about you soon enough.

P1: OTA/XYZ P2: ABC
c08 JWBT105-Levinson April 24, 2009 15:40 Printer Name: Courier Westford, Westford, MA
Guerrilla Networking ➤201
Your goal is to get referrals. So how do you ask in a manner that
won’t put people off? Generally, it is better to be subtle, so instead of
“Can you give me the names of all your friends?” try “Who else should Ibe talking to?” or “I could really use your advice on something.” People
like to be asked for advice because you’re acknowledging them as an
expert.
If you’re wondering what to ask, try these openers:
➤Are there any groups or organizations I should join?
➤Are there any books or publications I should read?
➤Is there anyone else I should be talking to?
And my 2 personal favorites:1.What would you do if you were me?
2.Whom would you be talking to?
Dig for information about industry trends or trends in your
functional area or specialty. Listen for plans for new products or
services. Seek out emerging markets, hidden jobs, and companiesthat are hiring. Focus on anything change-related. Change equates to
opportunity.
Whenever you network, it is your responsibility to set the stage
and ask how much time they have. State your purpose clearly anddirectly. Share your excitement and enthusiasm. Ask for advice and
ideas. In general, listen more than you talk. This meeting is a cour-tesy call that must reﬂect well on the referee or they won’t continue
to help.

P1: OTA/XYZ P2: ABC
c08 JWBT105-Levinson April 24, 2009 15:40 Printer Name: Courier Westford, Westford, MA
202➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
AW A RS T O R Y
Ross Macpherson
One of our clients worked for a large ﬁnancial institution and desper-
ately wanted to move up in the company, but kept hitting barriers in
HR (not enough experience, not the right education, etc.). When wewere working on her resume and job search campaign, she mentioned
that the person she really needed to get in front of was a divisional
president. Since she couldn’t work “within the system” at her ﬁrm to
show him how great she was, we devised a long-range plan to work
around it.
The president in question sat on the board of a local nonproﬁt,
a cause that both he and my client were passionate about. This washer way in. She volunteered her services with the organization andquickly developed a name for herself as a dynamic and innovative
thinker who could really make things happen. Within a short time, she
found an opportunity to meet her president at a fund-raising gala andintroduced herself as the person who worked on the “X” campaign.
She also mentioned that she happened to work for the same company
(what a coincidence).
After making the initial contact, over the next year she did more
great things for the nonproﬁt, had more opportunities to shine, andquickly found herself on his radar. At one of their next meetings,she mentioned where she’d really like to see herself in their com-
pany, threw in a few of her ideas, and asked his advice. Knowing now
how good she was, he recommended a few people and even oﬀeredto contact them on her behalf. With a strong testimonial from the
company’s president, it wasn’t long before she landed a high-proﬁle
strategic role more suited to her abilities (she also stayed on with
the nonproﬁt where she continued to do great work and has been
asked to ﬁll a major leadership position on a full-time basis). It was aunique case where shining outside the company helped her move up
inside it.
Ross Macpherson, president, Career Quest (www.yourcareerquest.com).

P1: OTA/XYZ P2: ABC
c09 JWBT105-Levinson April 24, 2009 15:42 Printer Name: Courier Westford, Westford, MA
9Chapter
Fearless Warm Calling
A Fresh Alternative
It’s not whether you get knocked down; it’s whether you get up.
—V INCE LOMBARDI
Although you may be a top-notch engineer, mortgage broker, or what-
ever, when it comes to getting interviews, I have observed that many
sharp people—to use a metaphor—couldn’t close a paper bag much
less an employer. Hang tight, I’m going to show you how to “warmcall” an employer and land an interview.
șFIRST CONTACT
The majority of job-hunting books I’ve read and courses I’ve reviewedstress cold calling (or dialing-for-dollars, as it’s often called) as one
of the best ways to land an interview. “It’s a numbers game” they say,
“just have faith, make the calls, and you’ll be successful—eventually.”Now there is a certain amount of truth in it. Cold calling is a numbers
game but it is also demoralizing, frustrating, and the fastest most
unsatisfying way to burn through your list of prospects.
Think about this dialing-for-dollars approach for a minute. You’ve
executed your job hunting from a plan. You analyzed your skills, wrotean enticing resume, and built an online presence. You’ve spent count-
less hours, even weeks, gathering information and logically assessing
your value added against your list of prospective employers. Now the
203

P1: OTA/XYZ P2: ABC
c09 JWBT105-Levinson April 24, 2009 15:42 Printer Name: Courier Westford, Westford, MA
204➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
time has come for you to make that all-important initial contact with
an employer—this is where nonguerrillas blow it.
Every single day for the past 20 years, I’ve heard some iteration
of the following:
Hi, Mr. Employer. My name is Pam and I am a marketing expert
with well over 20 years of experience. I have been following your
company for some time and am quite impressed with some of
the recent successes. I would like to see if there would be anopportunity to meet with you and discuss how my qualiﬁcations
and experience could serve your company.
Sounds nice enough, doesn’t it? But it doesn’t work. This is a new
millennium, and that is an old and tired approach. Seriously, Mr.
Employer is going to politely get rid of you. He will ask you to send aresume (the number one way to get rid of a job hunter) or refer you to
someone in human resources, who’ll tell you they’re not hiring, “but
we’ll keep your resume on ﬁle.” So if this tried-and-true method has
run its course, is there a better way? The answer—fortunately—is yes!
șYOUR ALTERNATIVE
I would love to take credit for what I’m about to teach you, but thatwouldn’t be fair. First off, the base methodology and principles are not
mine. Second, the ideas in Thomas Freese’s book Secrets of Question
Based Selling: How the Most Powerful T ool in Business Can Double Your
Sales Results (Naperville, IL: Sourcebooks, 2000) (www.qbsresearch.
com) were brought to my attention by Daniel Houle (www.
danielhoule.com).
As a successful headhunter and guerrilla marketer myself, I was
intuitively doing what Freese teaches, so when Daniel introduced meto the book, I wasn’t shy about integrating the question based selling
(QBS) principles into my ﬁrm. T om’s fresh approach helped me keep
Perry-Martel International ﬂying high at a time when most of ourcompetitors crashed and burned.
Freese’s premise is that people sell to people. Although this might
not be a revelation, it’s critical that you understand the instinctive
psychological process that interferes with the sale by pitting you and
the employer against each other—why the employer is looking for areason to say no.
Interviews are adversarial because our natural defense mecha-
nisms come into play every time someone tries to sell us something.

P1: OTA/XYZ P2: ABC
c09 JWBT105-Levinson April 24, 2009 15:42 Printer Name: Courier Westford, Westford, MA
Fearless Warm Calling ➤205
Freese refers to this defense mechanism as mismatching; and all hu-
mans do it.
Mismatching is a form of disagreement. It is an instinctive and
emotional behavior that causes people to respond or push back ina contrarian manner, usually by taking the opposite viewpoint on
what’s being said.
It’s important to realize that mismatching isn’t something we do
consciously. We do it mostly because we want to add value to a con-versation. The easiest demonstration of this is perhaps the followingexchange between 2 people about the weather:
Person A: Well, it’s supposed to be really nice this weekend.
Person B: I heard that we may get showers Sunday afternoon.
Person B’s intent was really to share an additional tidbit of infor-
mation, but at the same time, dispute the assertion that was made by
Person A.
Mismatching is common in the ﬁrst phase of a sales process
because—let’s be honest—we all get defensive when a salespersoncalls. Think of the way you answered the phone the last time a telemar-
keter called you at dinnertime; that’s how an employer usually feels
when someone is trying to score an interview. As can be expected,mismatching often leads to outright rejection. Most salespeople who
fail do so because they never learn how to avoid mismatching.
Freese’s ﬁrst rule is to limit your exposure to mismatching by
memorizing the following sentence, which summarizes the QBS ap-proach: “You don’t sell by telling but by asking.”
So what does this have to do with ﬁnding a job? Everything! Land-
ing your dream job is all about closing the ultimate sale, where whatyou are selling is yourself. Applying QBS techniques minimizes your
exposure to mismatching and increases your ability to close the sale.
This doesn’t mean that you will no longer need persistence—quite
the opposite. In this day and age of e-mail, voice mail, beepers, cellphones, Blackberries, and caller ID, prospective employers can effec-
tively block your call.
QBS makes use of 4 strategies to reduce the risk of mismatching
by showing you how to:
1.Ask more questions and make fewer statements.
2.Establish your credibility with the prospective employer from
the start.

P1: OTA/XYZ P2: ABC
c09 JWBT105-Levinson April 24, 2009 15:42 Printer Name: Courier Westford, Westford, MA
206➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
3.Pique the prospective employer’s curiosity to neutralize mis-
matching.
4.Build momentum to quell the mismatching instinct.
➤Strategy 1: Ask More Questions and Make
Fewer Statements
It is nearly impossible to mismatch a question. Aside from helpingyou avoid mismatching, asking more questions uncovers the very
opportunities you need to showcase your experience and accomplish-
ments. Asking the right questions will not only help you validate anemployer’s current opportunities but could change the employer’s
perception about latent opportunities.
A prospective employer might be considering hiring someone
with your skill set sometime in the future—what we would call a“hidden job”—but after listening to your thoughtful questions, the
future need has gained an immediate urgency.
Question based selling applies to ﬁnding the ultimate job. It is
about getting prospective employers to want to hire you, to eagerlyanswer your insightful questions and be more than willing to listento you.
➤Strategy 2: Establish Your Credibility with the Prospective
Employer from the Start
The challenge job seekers face is that they need to communicate asense of the value added they can bring to a prospective employer.
This can be particularly challenging when they have no common re-lationship to leverage, that is, someone who can be used as a personal
reference.
Asking questions will reduce the prospective employer’s need to
mismatch you. But asking the right questions will go a long way inestablishing credibility.
Salespeople are trained to ask open-ended questions and to give
the impression that they’re interested in what the customer has tosay. What they’re really doing is ﬁshing for an opportunity to explain
that they can provide the solution, or answer, to a problem that the
prospect has described.
You establish credibility by avoiding open-ended questions like:
“What does your company plan to do in the next ﬁve years?” andreplacing them with short diagnostic questions. Diagnostic questions
are close-ended and designed to elicit speciﬁc answers. In the

P1: OTA/XYZ P2: ABC
c09 JWBT105-Levinson April 24, 2009 15:42 Printer Name: Courier Westford, Westford, MA
Fearless Warm Calling ➤207
following dialogue, a high-tech job hunter makes use of diagnostic
questions:
Job hunter: May I ask you a question?
Prospective employer: Sure. What’s up?
Job hunter: How many net-native applications in the CRM ﬁeld do
you now consider as direct competitors to your standard desktop
product offering?
Prospective employer: Uum. …At this time, there are probably three
net-native applications that offer functionality similar to desktopsoftware. …And that’s aside from all of the other net-native appli-
cations that keep popping up every couple of weeks. …Some of
them being open source too.
Job hunter: How many months would it take to move your current
application to more of a net-native model?
Prospective employer: Well, we did evaluate the ASP model several
years ago and at the time, we felt it would probably take about 12
to 18 months to reengineer our software.
Job hunter: At what intervals are new upgrades being offered by your
net-native competitors?
Prospective employer: On average, perhaps every 4 months.
Job hunter: Have you looked at the .NET framework or other Web
services platform to port the functionality of your software so it
can be delivered via the Web?
Prospective employer: Yes. We formed a task group a couple of
months ago, and they should be presenting their recommenda-tion shortly.
And so it goes. A similar dialogue could happen in any industry.
By using these diagnostic questions, the job hunter is inferring that
she has a good grasp of the Web services model and the real threat that
it poses to a traditional desktop software vendor. In this example, thequestioning technique served to establish the immediate credibility of
the job hunter with the prospective employer. Question based selling
has the potential to transform an ordinary interrogative interview
into a business discussion, allowing the job hunter to expand the
scope of the questions and initiate a relationship with the employer.
Applying this technique to your job hunt will help to uncover the
employer’s needs that your skills, experience, and talents address ina natural uncontrived manner.

P1: OTA/XYZ P2: ABC
c09 JWBT105-Levinson April 24, 2009 15:42 Printer Name: Courier Westford, Westford, MA
208➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
Other Examples of Lead-In/Follow-Up Questions
Marketing Communication
Job hunter: May I ask you a question?
Prospective employer: Yes, if you make it quick.
Job hunter: How many trade shows are you planning on attending
in the next 12 months?
Prospective employer: Currently, we are planning to attend 6 events,
with perhaps another 2 to 3 events being considered.
Job hunter: Do you have deﬁned speciﬁc goals for these events in
terms of how many new leads are to be collected, prospective
customers to be met, and/or major announcements to be made?How do you quantify your ROI for participating at these events?
Prospective employer: Uum …well, we usually look at the number
of new customers that we sign up in the 8 to 12 months following
the event.
Job hunter: Do you build a communication plan for each event,
which would outline deliverables and timelines tied to commu-nication with existing/prospective customers, as well as media
representatives and key opinion leaders? [You may be surprisedto learn most companies don’t have such a plan in place.]
Web Site Design
Job hunter: May I ask you a question?
Prospective employer: Most certainly. What’s on your mind?
Job hunter: I noted on your web site that quite a few of your cus-
tomers are in the public sector.
Prospective employer: That is correct.
Job hunter: Have these customers inquired about meeting compli-
ance with the new accessibility standards as outlined in standards
like W3C A, W3C AA, and U.S. Section 508?
Prospective employer: As a matter of fact, more and more organiza-
tions are inquiring about this.
Job hunter: What are you advising your customer to do in terms of
migrating to such compliant web sites?
The bottom line is this: If you have any in-depth knowledge of
a subject that would enable you to contribute to an organization’s
success, you should be able to phrase 10 to 15 questions that would
undoubtedly position you as an expert. Of course, make sure that you

P1: OTA/XYZ P2: ABC
c09 JWBT105-Levinson April 24, 2009 15:42 Printer Name: Courier Westford, Westford, MA
Fearless Warm Calling ➤209
can answer these questions; otherwise it could get quite awkward if
the prospective employer turns the table and questions you.
Better still, be ready to give concrete examples of how you could
apply your knowledge in response to these diagnostic questions. Besmart about it. Make sure that you have a signed contract before an-
swering too many questions. You have knowledge that prospectiveemployers want to make use of, but that knowledge should not be
offered for free.
GUERRILLA INTELLIGENCE
Are You Outstanding?
Matt Massey
T o be outstanding is tough and it’s not for the faint of heart. Weconnect every day with people who are uninspired and unmo-
tivated. Individuals who are either too lazy or too whatever tochallenge themselves to be better by setting standards for them-
selves that help them rise above the crowd. My recommendation
isTHROW OUT THE STATUS QUO.
Now, think of your last 3 job interviews—what did you do to
put yourself above your competitors? What did you do to makethe customer, prospect, or interviewer want to work with you?How did you engage them? Did you make a positive lasting
impression? If you relied on the status quo, odds are the answer
is no.
Now think about your next interview. What are you going to
do to make that person want to hire you? How are you going tostand out from the 20 to 50 calls and countless e-mails he or she
receives every day from people just like you?
Here are 3 ideas to help you stand out and outsell your com-
petition.
Get Research-Ready
Before you make contact, research the prospective employers.
Dig deep. Look for recent announcements or changes that may
open doors. When you’re informed about their business, you
can speak to how your product, service, or your experience isrelevant within their world.
(continued)

P1: OTA/XYZ P2: ABC
c09 JWBT105-Levinson April 24, 2009 15:42 Printer Name: Courier Westford, Westford, MA
210➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
Become an Instigator
Being an instigator is tough to strive for. You have to be person-
ally and professionally committed to breaking away from the
traditional and throwing out your own status quo ﬁrst. You need
to demonstrate your value and professionalism on day one and
build a relationship that will be the impetus for getting themto throw out their status quo and make decisions that will posi-
tively progress the sale of youwithin their company.
Get in the 2 Percent Club
I have a customer, Neil, who when we ﬁrst sat down to discuss
how he wanted to generate new business and how he wanted
to differentiate his company, told me he wanted all of his cus-tomers and prospects to know that he and his partner were in
the 2 percent club. Puzzled and thinking he had been recognized
with some award in their industry, I asked Neil what he meant.Neil explained that if you put 100 salespeople in a room and told
them the exact steps they needed to bring in a million dollars in
business each year, only 85 of them would leave the room intenton following those steps. Within 2 weeks, only 40 of those 100
salespeople will still be following those steps. Within 2 months,
maybe 15 or 20 of that original group would still be diligentlyfollowing the path to revenue. Then ﬁnally, within a year, only
2 will remain. T wo salespeople out of the 100 will have followed
through. Get yourself into the 2 percent club by becoming more
disciplined and diligent in your everyday activities and you areguaranteed to succeed no matter the position.
If you begin executing on these 3 tips today, I guarantee,
within a month you will be on a path to becoming one of the top2 percent. You’ll get there because you are challenging yourself
to be better prepared to create new customer relationships and
to be outstanding in a very competitive landscape. Strive to stand
out or to be outstanding.
Matt Massey is president of drive2 Inc., a demand creation and lead generation
company. He can be reached at www.linkedin.com/in/drive2/.
➤Strategy 3: Use Curiosity to Neutralize
the Mismatching Reﬂex
Intrigue and mismatching do not coexist. Prospective employers can-not be intrigued and at the same time want to mismatch you. Your

P1: OTA/XYZ P2: ABC
c09 JWBT105-Levinson April 24, 2009 15:42 Printer Name: Courier Westford, Westford, MA
Fearless Warm Calling ➤211
aim is to have employers become so curious about you that they will
actually lean into the conversation. This helps facilitate an in-depth
discussion, where you will be able to present your value added in thebest light.
Leveraging Voice Mail
As you begin to set up interviews, you will run headﬁrst into the em-
ployer’s voice-mail system. Immediately seize this opportunity and
leave an intriguing message.
A typical all-too-common voice mail sounds like this:
Hi, Mr. Perry. My name is Frank and I am a marketing expert
with well over 20 years of experience. I have been following your
company for some time and am quite impressed with some of
the recent successes. I would like to see if there would be anopportunity to meet with you to discuss how my qualiﬁcations
and experience could serve your company.
Instead, try something like:
Good afternoon, David. I’m calling you because I have a question
that only you can answer. Could you please call me back at
[phone no.] before 4
PM?
Or the something-made-me-think-of-you technique: where you
ﬁnd additional information about the employer that could be usedto prompt a callback:
Good afternoon, David. I’m holding a copy of an article publishedin the Wall Street Journal that mentions you in a review of the
industry, and I have a question. If you would, please call me back
tomorrow at [phone no.] before 10
AM?
Or:
Good afternoon, David. I just got off the phone with your partner
Anita and I have a question. If you would, please call me back
this morning [phone no.] before 11 AM?
The last tactic makes use of what’s called an associate reference.
You infer a discussion with a colleague of the employer. The employeris deﬁnitely curious as to what his partner, Anita, might be up to. She’s
very competitive, you know.
Your goal in eliciting curiosity is to engage the prospective em-
ployer. Freese’s book offers examples for using these strategies in a

P1: OTA/XYZ P2: ABC
c09 JWBT105-Levinson April 24, 2009 15:42 Printer Name: Courier Westford, Westford, MA
212➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
sales situation. With a little work on your end, you’ll easily be able to
adopt it for your job hunt.
➤Strategy 4: Momentum Helps Reduce
the Mismatching Instinct
We’ve already recognized that hiring managers are at risk when theyhire someone. A poor hire might cost the employer money or the
hiring managers their job. By using Freese’s Herd Theory, you lever-
age both the employer’s need to limit risk and to appear savvy. Youhighlight and emphasize what everyone else is doing. In the follow-
ing message, the job hunter discretely educates an employer about
the direction taken by other companies (competitors), motivatingthe employer to follow the herd or risk being left out:
Hello, Mr. Perry, my name is Daniel Houle. You may recall thata few weeks back I sent you a series of white papers I authoredon the impact of the software-as-a-service-delivery model on tra-
ditional software vendors. As I indicated in the accompanying
letter, I plan to release some complementary information to these
white papers in the next 7 to 10 days. Frankly, several compa-
nies have already asked for the follow-up documentation as wellas an interview: ABC Company and DEF Inc., to name just a
couple. I am following up because I have not received word from
your company, and I wanted to make sure that you didn’t getleft out.
The last sentence of this voice mail will elicit the following reac-
tion from the employer:
L e f to u to fw h a t …? I better call him back if ABC Company is
interviewing him already.
This is an especially effective strategy for setting meetings with
senior executives. However, it will require you to actually have writ-
ten the white papers and done the research work. A guerrilla would
simply recycle previous work whenever possible.
The strategy comes with caveats; you’ll need to have established
some credibility with the prospective employer if this voice mail is tohave the desired impact. Creating a bidding war without having other
bidders lined up is gutsy at best and could be disastrous if you’re dis-
covered. It is best to use this tactic as part of a well-planned campaignwhere you have at least one initial interview scheduled.

P1: OTA/XYZ P2: ABC
c09 JWBT105-Levinson April 24, 2009 15:42 Printer Name: Courier Westford, Westford, MA
Fearless Warm Calling ➤213
GUERRILLA TIP
Run through a few practice drills on undesirable companies in
preparation for the big game.
GUERRILLA INTELLIGENCE
Stay Away from the Human Resources Department
Daniel Houle
Your dream job is probably the most gratifying “sale” you willever close in your life. As in any sale, selling yourself will have
nothing to do with telling them why they should hire you; re-member, selling is not telling. Once you’re in the interview, ask
more questions and make fewer statements.
T o avoid mismatching, engage the employer with:
➤Intriguing questions (voice mails) to elicit curiosity
➤Concise diagnostic questions to establish your credi-
bility
➤Slightly negative questions to obtain factual and accu-
rate information➤The Herd Theory to convince prospective employers
that they could ultimately be left out
Stay away from the human resources department because
they are paid to mismatch. Human resource people have a
role similar to that of your body’s natural immune system—
essentially keeping out germs (bad employees) that could makethe company sick. By nature, they are risk-averse, err on the
side of caution, and mismatch out of habit. You have little to
gain with human resource people because unless you are a hu-
man resource professional, they will not make the ﬁnal hiring
decisions.
Thomas Freese’s book is a must-read for any sales and mar-
keting professional who is serious about landing his or herdream job, and it won’t hurt for non-salespeople to read it as well.
Daniel Houle is a successful product management and marketing executive. He
may be reached at (www.danielhoule.com).

P1: OTA/XYZ P2: ABC
c09 JWBT105-Levinson April 24, 2009 15:42 Printer Name: Courier Westford, Westford, MA
214➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
AW A RS T O R Y
Deanna J.Williams Sr.
My phone rang and it was a salesperson who was pursuing me for
an outside sales position I had advertised in the San Jose Mercury. He
said he wanted to see me right away. He had something to show me
and he knew that once I saw it, I would be so impressed that I’d hire
him on the spot. Now I was sitting there thinking this guy is pretty
full of himself, but I was also impressed with his self-conﬁdence and
persistence. I explained that I had to be in a meeting in 20 minutes.
He insisted he could be at my oﬃce in less than 1 minute. I protested,saying I didn’t see how that was possible and that I really thought we
should ﬁnd a time to talk after my meeting. He kept insisting that if I
would just give him a chance he promised that he could meet with mein less than 1 minute, and if I would just look out the window, I would
see why. As I strained to look out the window, I saw a fellow sitting
in a red Mustang, talking on his cell phone and waving at me. I hadto laugh at his dogged pursuit and creativity. Yes, I did let him come
in before the meeting and, yes, I did hire him. He was one of the best
salespeople we ever had and one of the most creative in ﬁnding waysto open doors to potential customers.
Deanna J. Williams, contract recruiter, dwilliam3185@earthlink.net.

P1: OTA/XYZ P2: ABC
c10 JWBT105-Levinson April 24, 2009 15:51 Printer Name: Courier Westford, Westford, MA
10Chapter
Creative Ways to Find a Job
Breakthrough Strategies
You’ve got to say, I think if I keep working at this and want it badly enough
I can have it.
—LEEIACOCCA
Perhaps networking and warm calling aren’t for you. You should add
them to your mix anyway. Here are some alternative methods we’ve
used in our Boot Camps.
șBECOME THE EXPERT
You can become recognized and branded as an industry expert by
writing and producing a newsletter. All you really need to do is sum-
marize best practices—add your experience or comments—print andmail it. When you send a newsletter with topical information that’s
actually useful, employers may recognize your name when you tele-
phone, making them more likely to take your call. When they in turnare looking to hire someone with your expertise, you’re likely to be
one of their ﬁrst calls. Here are some useful guidelines:
➤Newsletters should be 1 to 4 pages but no longer.
➤Summarize lengthy pieces and refer the reader to your web
site for the full text version.
215

P1: OTA/XYZ P2: ABC
c10 JWBT105-Levinson April 24, 2009 15:51 Printer Name: Courier Westford, Westford, MA
216➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
➤You can dress up the newsletter without breaking the bank
by using preprinted paper from companies like Paper Direct (pa-
perdirect.com).
șWRITE A WHITE PAPER—FOCUS ON A HOT TOPIC
This is just like producing a newsletter but you only need to do it onceand you can reuse it until the topic falls out of vogue. Summarize the
industry pundits and then offer your own take on it. Read up on
a hot topic like VoIP [voice over Internet protocol] and write a 10- to15-page summary linking it to your industry. A hot topic like VoIP will
have effects on every industry in America, but you need to concentrate
on what’s important to your sector. Call some of the more quotablepeople you discovered during your research and interview them for
your own piece. Ask them for feedback before you publish. Print and
distribute it, for example:
➤Mail it to employers you want to work for.
➤Make it available electronically for e-zines.
➤Send it to business publications as a possible article.
➤Send it to trade publications relevant to the industries you
have targeted for your job search.
➤Allow other publishers and editors to use your White Paper
as long as they include your byline, e-mail address, and web site
URL.
șUSE “THANK-YOU” NOTE ENVELOPES
Everyone’s face lights up when they see one of those little envelopes
that are peculiar to “thank-you” note cards—those tiny little 4 ×4
white envelopes with barely enough room to write a name and address
on the front and a return address on the back. Fold your resume and
cover letter together carefully until they ﬁt inside and then mail it:
➤Don’t use labels, address each one by hand.
➤Use this technique around any holiday—Christmas, New
Year’s, Fourth of July, and so on.
➤Use a small, tasteful stamp.
➤If you feel you can afford it, use a stamp with your pic-
ture on it. In Canada you can put any picture you wish on a

P1: OTA/XYZ P2: ABC
c10 JWBT105-Levinson April 24, 2009 15:51 Printer Name: Courier Westford, Westford, MA
Creative Ways to Find a Job ➤217
stamp. Details on their Picture Postage program can be found at
www.canadapost.ca.
➤T o really get noticed, use a stamp with their logo on it and
send them the rest of the stamps.
șSEND HALF OF YOUR RESUME
First, ﬁnd a company you want to work for. Write a compelling cover
letter describing why you are a good ﬁt, pointing the receiver to the
enclosed curriculum vitae (CV) for further information. Don’t seal
the envelope and don’t enclose a CV . They’ll think the CV fell out
in the mail. Wait for the phone to ring; speak to the hiring manager
personally, engage in a conversation, and sell yourself shamelessly.(This tip comes compliments of Matt Foster, managing director, CVO
Group at www.professionalpeople.com.) In addition:
➤Use high-quality stationery.
➤Make sure the letter ﬁts snugly in the envelope so it doesn’t
fall out.
➤Ensure your phone number is on the cover letter.
șSEND A LETTER STATING YOU ARE OVERQUALIFIED
Send your resume and a cover letter which states “It’ll appear obvious
from my resume that I’m overqualiﬁed for the job you advertised,
so let me tell you why you should interview me and consider super-sizing your opportunity.” Write a bulleted list of 3 to 5 beneﬁts you
think they might be interested in. Close the letter saying something
to the effect that “I am old enough to have already learned from my
mistakes—so my experience is more cost effective than a more junior
person. In a few months, or years, you’ll need to send those folks totraining to upgrade their knowledge, whereas I come fully equipped
to do the next job, too.” Then:
➤Point out any certiﬁcates or advanced training that you al-
ready have that someone in that job might be expected to acquire.
➤Show you are already qualiﬁed to do the next position too.
➤Point out any retraining allowances or incentives employers
might be eligible for if they hire a more seasoned person.

P1: OTA/XYZ P2: ABC
c10 JWBT105-Levinson April 24, 2009 15:51 Printer Name: Courier Westford, Westford, MA
218➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
AW A RS T O R Y
Allan Zander
I was looking to get involved with a very large hospital project with
the major hospitals in a large city. I knew that my working on theproject would require the buy-in from the hospital chairmen. I knew
they knew of me but we had never met and I needed to shine above
the pack. At the time, there was a serious concern in the hospi-tals that the executive management didn’t care about the patients
but cared more about the ﬁnancial aspects of the hospitals, and I
also knew that they tended to decorate their oﬃces with collectible
items.
I sent each chairman a big box with a note that said “My name is
Allan Zander and I have been working within the healthcare marketfor over 6 years now in a variety of consultant capacities. I recently no-
ticed that you enjoyed collecting rare items and I knew that you wouldappreciate this collectible Teddy Bear from Harrod’s of London.” When
they opened the box, there was no bear—only another note that read
“but not nearly as much as the sick children in your children’s criti-cal care unit. I have donated the bear to them in your name. If you
would like to learn more about how I can help you bring new tech-
nology into your hospital while allowing you to show that you havegreat caring for your patients, please give me a call.” They all called
me and a few weeks later I was the lead healthcare consultant on a
major multimillion dollar initiative.
Compliments of Allan Zander. He may be contacted at ajzander@hotmail.com.

P1: OTA/XYZ P2: ABC
c10 JWBT105-Levinson April 24, 2009 15:51 Printer Name: Courier Westford, Westford, MA
Creative Ways to Find a Job ➤219
GUERRILLA INTELLIGENCE
Be Your Own Recruiter with E-Mail Marketing
Joseph Nour
Most people think of e-mail marketing as a way for businesses to
promote products or services by sending thousands of e-mails.
Guerrillas understand they can use it stay in touch with prospec-
tive employers on a one-to-one basis, too. Let me give you anexample.
Let’s say you’re a marketing professional seeking a commu-
nications director position with a growing company. In additionto your resume, you have an electronic portfolio showcasing
some of the best work such as brochures, advertisements, sell
sheets, and published articles. In most cases, the only chance
you’ll get to share your portfolio is when you get to the interview
stage, but you know that if potential employers could actuallysee some of your work up front, your chances of quickly ﬁnding
the right job would dramatically improve. E-mail marketing can
provide the vehicle for you to do just that.
With e-mail marketing, you can provide your contacts with
regular samples of your work through a monthly e-newsletterwith Web links to published articles or to your blog. It’s a greatnonintrusive way to enhance your mindshare. The ﬁrst step is to
build your opt-in e-mail list. Include your professional contacts
as well as recruiters and those recruitment services that your
company may be using.
A best practices e-mail marketing service should offer a host
of features including:
➤On demand online access
➤T ools for helping you grow your opt-in e-mail list
➤Easy-to-use tools for quick e-mail campaign creation
➤HTML templates for newsletters, e-cards, promotions,
and so on
➤Campaign tracking and reporting features
➤Automatic CAN-SPAM compliance
➤Image hosting for uploading captivating images to en-
hance your campaigns
(continued)

P1: OTA/XYZ P2: ABC
c10 JWBT105-Levinson April 24, 2009 15:51 Printer Name: Courier Westford, Westford, MA
220➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
T ake advantage of the metrics and tracking reports to see
who opened your e-mail and the speciﬁc content they clicked.
Use this information to follow up personally with those who
showed a clear interest in what you have to offer.
Here are a few more useful tips to speciﬁcally aid your job
search:
➤Keep your e-mail as short as possible.
➤T ease them with the e-mail message and get them to
click to your resume, online portfolio, or blog—you want tohook them, NOT pitch them.
➤Keep it personal—use the mail merge functionality so
all of your contacts receive a personally addressed e-mail. If
your e-mail looks like a bulk or mass mailing, your recipient
is less likely to read it or respond.
➤Use HTML so you can get the advantage of tracking, but
keep it simple!➤Spend most of the time on the top 3 inches of the e-mail;
it’s what they see if they are using “preview” in Outlook.➤Ask them to forward the e-mail to other colleagues who
may be looking for your skills.➤Spend time on your subject line—legally it can’t be mis-
leading and it must reﬂect the contents of the e-mail, but
you want to make it punchy.
➤Does it look like spam? Send a copy of the e-mail to
yourself and see if you’d open or delete it unread.➤Always use both ﬁrst and last names in the “from”
line—most people assume mail from Lily or Irene or any
other ﬁrst name only person is spam.
Attachments =viruses in my mind. I have never opened a re-
sume from someone I didn’t know that came as an attachment—
EVER. If the resume wasn’t in the body of the e-mail, it was animmediate delete.
Joseph Nour is CEO of Protus IT Solutions, owners of www.campaigner.com, an
e-mail marketing service for small-to-medium sized businesses. Access a freetrial as well as tips, webinars and other resources at www.campaigner.com.

P1: OTA/XYZ P2: ABC
c10 JWBT105-Levinson April 24, 2009 15:51 Printer Name: Courier Westford, Westford, MA
Creative Ways to Find a Job ➤221
șE-MAIL CHAIN LETTER
T ake a list of 20 companies you want to work for and send an e-mail
to everyone you know asking them to read the list to see if they know
anyone who works at any of the companies. Ask them to contact you if
they do so that you can ask for a referral. Finally, ask them to forwardyour e-mail message to 10 more people. (We’ve learned that this does
not work for lobbyists.) Note:
➤If you e-mail your list to 10 people and they e-mail it to 10
people and …within 4 cycles, you have covered 10,000 people.
➤Don’t ask people to e-mail to more than 10 people because
they just won’t do it.
➤Put your e-mail address in the message so people can e-mail
you directly.➤Only include your phone number if you don’t mind having
people call you.➤Don’t put anything in the letter you wouldn’t want a stranger
to read.➤Put your name and e-mail address at the top of the message
in a “From”: salutation, so the reader can ﬁnd your coordinates
quickly.
➤Do not do this if you’re currently employed!
șPRESS KIT
People make all kinds of claims about their skills and abilities when in
fact they’re not true, so it’s little wonder that employers are naturally
skeptical. So if you have won awards, have been quoted in the news,
or have any other type of proof that your accomplishments really doexist, build a portfolio and send it with your cover letter and resume.
I’ve done this myself many times, ﬁrst as a job hunter and then later
as a headhunter in search of projects. A picture is worth a thousandwords and an article, reference letter, or thank-you note from a client,
is worth a thousand more. For example:
➤If you’re a student looking for your ﬁrst real job, send a tran-
script of your marks. It probably doesn’t matter but it might,
especially if you kept a high GPA and a part-time job.
➤Copies of articles and awards should be included.
➤Don’t send originals because you may never get them back.

P1: OTA/XYZ P2: ABC
c10 JWBT105-Levinson April 24, 2009 15:51 Printer Name: Courier Westford, Westford, MA
222➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
➤In articles, highlight the part about you so they don’t need to
search.
➤Bring these items with you to an interview as well because the
individual items in the Press Kit make good talking points.
șSEND ARTICLES AS A FOLLOW UP
AFTER AN INTERVIEW
Sending an article to a hiring manager with a simple note like: “I
thought you might be interested in this” is a great door opener. The
trick is to ﬁnd something that is truly helpful to them in their job.You can uncover potential needs by doing a search through Google
for position papers they may have presented or to see what their
competitors are announcing by way of new products—and let them
know. I know several people who have landed great jobs by doing this.
Here’s what to do to ﬁnd articles using search engines:
➤Use the alert system at Google to keep you up-to-date on sub-
ject areas of interest to your targeted employers: www.google.ca/alerts/.
➤Magazines usually have electronic editions.
➤Photocopies work best because very few people bother to do
this anymore. Also, the photocopy will stay longer on their desk.
It may even be passed on to other staff members who could be
hiring.
➤Keep your contacts through this medium to a maximum of
once every 3 weeks.➤Don’t bombard people.
➤Make sure you send a personal note, even if you send an
e-mail clipping.
șDISTRIBUTE A BOOKLET
Write a booklet with information relevant to your industry and give
it away. Everyone loves a freebie, so give away something that demon-
strates your expertise. I designed, wrote, and distributed a free bookleton how to do a reference check correctly, entitled “Don’t Hire a Liar”
(see www.perrymartel.com). It subtly points out the beneﬁts of us-
ing a professional like me when hiring. The booklet hot-links to a

P1: OTA/XYZ P2: ABC
c10 JWBT105-Levinson April 24, 2009 15:51 Printer Name: Courier Westford, Westford, MA
Creative Ways to Find a Job ➤223
supplemental software program for reference checking that my ﬁrm
sells. Here are some ideas:
➤Link to your web site, e-resume, or blog.
➤Give the booklet away electronically.
➤If you send a printed version, indicate where the recipient
can get extra copies for colleagues.
➤Advertise it on your web site and those newsgroups frequented
by hiring managers in your target market.
AW A RS T O R Y
Jill Tanenbaum
My most recent hire sent me a beautiful hand-designed booklet that
contained the best samples of her design work. She didn’t just e-mailme a link or send a resume. The fact that she went over the top to
design the booklet was impressive. In fact, her experience on its own
wouldn’t have gotten her the interview, much less the job. But thebooklet did it!
Jill Tanenbaum, president, Jill Tanenbaum Graphic Design & Advertising
(www.jtdesign.com).
șCALL HUMAN RESOURCES
I know this sounds like heresy, but there’s method in my madness.
Call the human resources department. Ask what outside agency or
third-party recruiting ﬁrm they use. Why? T wo strategic reasons. First,
any human resources person will immediately ask why you want

P1: OTA/XYZ P2: ABC
c10 JWBT105-Levinson April 24, 2009 15:51 Printer Name: Courier Westford, Westford, MA
224➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
to know. To which you answer, “I’ve been to your web site and I
understand that you’re not looking for someone with my skill set
right now but the agency you use may be dealing with other ﬁrms—soI guess I’m looking for a recommendation from you.” If they don’t
press you for an interview, insist on knowing whom they use and why.
People in human resources love saving money on fees, so they
may try to hire you directly. They tend to group together by industryand make referrals.
Getting a referral from one of their customers will ensure an
agency gives you special attention. In addition:
➤Always ask for the name of a speciﬁc person and their direct
dial number.
➤Get permission to use the human resources manager’s name
as a reference.➤Ask if they personally know of any other companies that could
make appropriate use of your skills.➤Send them a thank-you note with a copy of your resume to
keep on ﬁle.
AW A RS T O R Y
Lauryn Franzoni
A methodical strategy paid oﬀ for this ExecuNet member who was
very active in her local human resources groups. She contacted the
national headquarters for the names of local chapter presidents, and
mounted a campaign of contacting each one every 2 months. Herpersistence paid oﬀ when she received an oﬀer.
Lauryn Franzoni, managing director of ExecuNet (www.execunet.com).

P1: OTA/XYZ P2: ABC
c10 JWBT105-Levinson April 24, 2009 15:51 Printer Name: Courier Westford, Westford, MA
Creative Ways to Find a Job ➤225
șWRITE A CASE STUDY
Write a case study that showcases your skills. This could be as sim-
ple as a coveted client you sold or as complex as a new product you
helped introduce to the market. Send the study to ﬁrms that have
needs similar to those emphasized in the study. Not only do youget to showcase your writing as well as your research and analysis
skills, it demonstrates your business acumen. Did you establish an
innovative compensation program for resellers that increased sales
and decreased spoilage or returns? This is a big deal in retail, where
90 percent of proﬁts are lost due to returns. Try this:
➤Choose an example that builds your credibility with your tar-
geted employers.
➤Results that would be of interest to a potential employer in-
clude increased efﬁciencies, new marketing techniques, and new
or different distribution channels.
➤Areas that would be promising include:
➤Sales/marketing: Distribution channels
➤Manufacturing: Just-in-time (JIT) inventories
➤Operations: Enterprise resource planning (ERP) systems
AW A RS T O R Y
Bill Humbert
A college recruit graduated from an architecture program and wanted
to work for Marriott designing hotels and hotel rooms. Prior to grad-
uation, she contacted the architecture group at Marriott. They inter-
viewed and liked her but did not have any openings. She asked if it

P1: OTA/XYZ P2: ABC
c10 JWBT105-Levinson April 24, 2009 15:51 Printer Name: Courier Westford, Westford, MA
226➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
was okay to keep in touch. Every couple of weeks, she would send a
design for a room, a balcony, a lobby, a hall area, a convention area.
Finally, after 6 months of constant contact (and probably to get herto stop sending designs, they did not need), Marriott hired her.
Bill Humbert, The Humbert Group (www.recruiterguy.com).
șPREPARE A COMPETITIVE ANALYSIS
Do a competitive analysis on one of your targeted employer’s prod-
ucts and send it to the president or vice president of the targeted ﬁrm.
People assume that all companies keep up to date on their competi-
tors, but this is rarely the case. Most companies don’t have the budgetor the ability internally to remain aware of best practices. Your piece
will likely be most welcome. Follow these suggestions:
➤Focus on companies that are direct competitors of those you
want to work for, not your own company.
➤Potential employers need to get something out of reading the
piece.➤Use graphs and charts wherever possible because people like
visuals.➤Make it only as long as it needs to be.
➤Offer to share your primary research if the company is
interested.

P1: OTA/XYZ P2: ABC
c10 JWBT105-Levinson April 24, 2009 15:51 Printer Name: Courier Westford, Westford, MA
Creative Ways to Find a Job ➤227
AW A RS T O R Y
Ross Macpherson
I worked with one client who specialized in retail merchandising (point
of purchase [POP], planagrams, etc.). After developing her resume, we
discussed putting together a targeted job search campaign to go aftersome of the bigger players in retail. While working out her “unique
selling proposition,” she made the claim that she could walk into any
retail environment and recommend how they could make more money
through better merchandising. I asked, “Can you really back that up?”
and suddenly her plan was born.
My client targeted 5 major retail outlets, went to a number of
their locations, and made detailed notes on what she saw and howshe would improve it. The ﬁrst company she contacted was a majoroutlet with oﬃces located in the building over the store. She walked
into the oﬃces, asked to speak to the person in charge of marketing,
and was told he was in a meeting until 11:00
A.M.She scribbled a
quick note on a piece of paper that read, “I’ve just spent 30 minutes
in your store. I found 3 merchandising inconsistencies and identiﬁed
7 ways that should increase your sales by about 12 to 15 percent.My name is
and I will be waiting in the coﬀee shop
downstairs.”
She told the receptionist, “Please hand this to him at the end of
his meeting. It’s very important,” and she walked out.
Shortly after 11:00, the vice president of marketing came down-
stairs, met her in the coﬀee shop, and she spent the next hour walkingthrough every corner of the store with him discussing her ﬁndings.
Although no such position existed, the vice president hired her as
their new director of merchandising.
Compliments of Ross Macpherson, president, Career Quest (www.yourcareer
quest.com).
șCLASSIFIED ADS
Buy a classiﬁed ad in the newspaper. Have a title that describes
your ideal position (Cost Accountant, Project Manager, Marketing
Manager). Bold the title and describe your features in 25 words

P1: OTA/XYZ P2: ABC
c10 JWBT105-Levinson April 24, 2009 15:51 Printer Name: Courier Westford, Westford, MA
228➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
or less. The more space you use, the more it costs. Here’s what
to do:
➤Use acronyms. For example, a cost accountant could advertise:
CA 10 yrs exp in manufacturing. Excel, AccPac, Ref. More info 555-
1212 (also works on Facebook and Craigslist).
➤Bold your headline so it jumps off the page.
➤Plan on running it for 2 to 4 weeks.
➤If you can’t afford every day, ask which are their busiest days.
➤Propose a swap, a deal where you trade your expertise instead
of paying cash.➤Ask if you can run a box ad and pay only for actual leads.
șWRITE A BROCHURE
Do a brochure instead of a resume. This is a great way to ﬁnd tem-
porary or contract work leading to a full-time position. Send the
brochure to your target group. Speak to their needs on the frontcover. Proﬁle your projects and accomplishments on the inside ﬂaps
(use one of the inside ﬂaps for quotes from your references). Reserve
the back panel for your mini bio. Include a photo if you’re goodlooking (see GM4JH.com/007.html for examples). In addition, do the
following:
➤Hand-address the envelope you mail it in.
➤Buy glossy brochure paper for your laser printer. I order mine
from Paper Direct (www.paperdirect.com).
➤Lead with your best foot.
➤Keep the copy short.
➤Make sure your address and contact information are easy to
ﬁnd.
șCONSULTANT LETTER
Employers often prefer to “try before we buy” prior to making a per-
manent offer, or to bridge the gap while they are looking for a perma-
nent employee, or a way to hide the extra headcount in their “variable”
costs. Many people get their start this way. Robert W. Bly has a letter

P1: OTA/XYZ P2: ABC
c10 JWBT105-Levinson April 24, 2009 15:51 Printer Name: Courier Westford, Westford, MA
Creative Ways to Find a Job ➤229
in his book, The Encyclopedia of Business Letters, Fax Memos, and
E-Mail (Franklin Lakes, NJ: Career Press, 1999), that he suggests
using to land consulting or freelance jobs. It starts this way:
Is freelance a dirty word to you? It really shouldn’t be. In public
relations, with its crisis-lull-crisis rhythm, good freelancers can
save you money and …
What a great opener for starting a discussion. Use the possible
contact as an entr ´ee to a permanent job. Great places to start look-
ing for consulting gigs are www.guru.com, www.net-temps.com, orwww.elance.com. Or, simply target companies you’re interested in
and:
➤Focus on the employer’s needs, not yours.
➤Dismiss their concerns about hiring a consultant by quickly
stating the beneﬁts in the ﬁrst paragraph.
➤Provide letters of reference from former employers.
➤Give the employer your absolute best effort because you may
be auditioning for a permanent job.➤If you’re not hired full-time, ask for referrals to other depart-
ments, divisions, or companies that they think might beneﬁt from
your services.
șTEMP TO PERM
The temporary help industry employs nearly 2 million Americans on
any given day. “T emping” is a multibillion-dollar industry. This is a
great way to break into a company through the backdoor. Remember,employers hire from within ﬁrst, so it’s to your advantage to already
be there. Although there may not necessarily be a lot of ﬁrms hiring
people on a full-time basis, there are probably a lot of ﬁrms that canafford to hire someone for 1 day a week. Try this:
➤Market yourself as a “T op gun for hire.” A good rule of thumb
on what to charge is 1.6 times your previous daily rate.
➤Try to get hired for full days not half days.
➤Ask the employer to provide parking.
➤Invoice people every week.

P1: OTA/XYZ P2: ABC
c10 JWBT105-Levinson April 24, 2009 15:51 Printer Name: Courier Westford, Westford, MA
230➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
șAUDITION
It worked well for the people on Survivor andThe Apprentice, so why
not you? Produce a video, burn it on a CD or DVD, and distribute it
to potential employers. Keep it tasteful and highlight the results you
achieved on 1 or 2 projects. Ask for an in-person interview. If you havevideo editing software, you can burn your own copies for less than $2,
complete with the box. In addition, do the following:
➤Use a DVD box because you can tuck a resume inside the front
cover.
➤At the beginning of each video, tell the employer why you’re
interested in working for the company.➤T alk about the research you did to conclude the company is a
good ﬁt for your skills.➤Highlight accomplishments that would be of interest to this
employer.➤Ask for an in-person interview.
AW A RS T O R Y
Jim Moens
I had recruited a young guy (very early 20s) for a visual basic developer
position at one of my clients. He had a 2-year computer science degree
and had been working for a year and a half to 2 years as a sort ofone-man IT department for a very small, rural manufacturer. He did it
all: programming, networking, support, you name it. The day before
the interview, he and I met for lunch. He brought along his laptop

P1: OTA/XYZ P2: ABC
c10 JWBT105-Levinson April 24, 2009 15:51 Printer Name: Courier Westford, Westford, MA
Creative Ways to Find a Job ➤231
and proceeded to show me how he had developed an application for
my client, based on information he had gleaned from me, their web
site, and other sources. He had been working on it every evening forthe past week, and it was most impressive. Good functionality, slick
interface, intelligent use of technology …simply awesome. The day
of the interview came and went. He did well, just as I had expected,
but we were a bit nervous. Another, more experienced programmer
had applied on his own and interviewed as well. I spoke with the client
just after he had made the decision to hire my candidate. He statedthe deciding factor was (no surprise) the “home brew” application my
candidate had developed. It proved, in one fell swoop, that he could,
without a doubt, do the job, and perhaps most important—that hewanted it more.
Compliments of Jim Moens, owner, SearchWorks at www.searchworkscareers
.com.
șDON’T TRY THIS AT HOME
There’s an obvious beneﬁt to out-of-the-box activities that bring you
to the attention of employers. There is also a real danger of crossing
the line and doing something in poor taste or that puts you or theemployer at risk. Here is an example pulled from the pages of the
Montreal Gazette:
The job hunter hoped his resume would land him an interview.
What he got was the attention of the bomb squad. The man was
arrested after he included his CV in a ticking package left in
a Montreal marketing ﬁrm’s washroom last month. It was hisway of drawing attention to the application, as he was among
400 contenders vying for six paid internships. The 24-year-old
didn’t get the job but he did get charged with public mischief.He had handed the receptionist an Arabic newspaper with a note
alerting her to the ticking parcel in the men’s washroom, po-
lice said. At a time of heightened concerns over terrorism, the
package raised the specter of a bombing. Montreal police evacu-
ated the company’s building. Later, police discovered the pack-age was harmless. It contained a metronome—a device used by
musicians to help maintain rhythm and tempo—along with the
candidate’s CV.

P1: OTA/XYZ P2: ABC
c10 JWBT105-Levinson April 24, 2009 15:51 Printer Name: Courier Westford, Westford, MA
232➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
GUERRILLA TACTICS
➤Be bold!
➤Be passionate!
➤Be creative!
➤Be tasteful!
➤Be safety conscious.
➤Be image conscious.
➤Enlist a personal army of helpers.
➤Offer a reward to anyone who helps you secure an
interview or job.
➤Don’t do exactly what others have done recently.

P1: OTA/XYZ P2: ABC
c11 JWBT105-Levinson April 23, 2009 9:48 Printer Name: Courier Westford, Westford, MA
Part
IV
Your Guerrilla
Job-Hunting Campaign

P1: OTA/XYZ P2: ABC
c11 JWBT105-Levinson April 23, 2009 9:48 Printer Name: Courier Westford, Westford, MA

P1: OTA/XYZ P2: ABC
c11 JWBT105-Levinson April 23, 2009 9:48 Printer Name: Courier Westford, Westford, MA
11Chapter
3 Sample Campaigns
The Force Multiplier Effect in Action
Take time to deliberate, but when the time for action has arrived, stop thinking
and go.
—N APOLEON BONAPARTE
As explained in this book, there are numerous weapons and tactics
that you can use in job hunting. By opting to use multiple weapons
and tactics in a uniﬁed plan of action, you will signiﬁcantly enhanceyour prospects and probability of success. That is the power of the
Force Multiplier Effect (FME).
The weapons and tactics you choose will be unique to your sit-
uation. The following 3 real-life examples may not be the best onesfor you, so don’t feel compelled to copy them. Instead, be inspired
by these job hunters who had the courage to drop their old tiredways and try something new. They are my friends—and I know their
stories—because like many of my other friends, I advised them.
șEXAMPLE 1: TOM WEISHAAR
➤FME mix: E-mail, web site, chronological resume, Extreme
Resume, Internet ads, networking, cold calling
➤Ta rg e t j o b : Executive, business development, or marketing
In his campaign, T om combined multiple marketing weapons and
multiple avenues of attack to enlist the aid of people in his network.
235

P1: OTA/XYZ P2: ABC
c11 JWBT105-Levinson April 23, 2009 9:48 Printer Name: Courier Westford, Westford, MA
236➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
Figure 11.1 Tom Weishaar.
T om combined e-mail marketing with his personal web site and a
follow-up call. Later T om’s campaign morphed to include an Extreme
Resume and web advertising.
My ﬁrst interaction with T om was over coffee. One morning, while
I was working on my ﬁrst coffee, an e-mail popped up on my screen(Figure 11.1).
You have to love it. His tone was total chutzpa. T alk about attention
getting. Wow! I immediately telephoned T om. I was curious to knowhow he found me. This was, I learned, a cold call. I also learned
that T om was using a new software service from Protus IT Solutions(www.campaigner.com).
T om had seen my advertisement on VentureWire and decided to
contact me using the GotMarketing technology. We spoke on thephone for perhaps 15 minutes, and I was so impressed with him
(exactly what he was counting on) that I discussed a few of my up-
coming requirements. While T om wasn’t a ﬁt for any of my currentsearch assignments, he managed to convince me that he was money
in the bank for an aggressive recruiter like me. (Yes, I bought that.)
I asked his permission to do a 1-page Extreme makeover version
of his resume so that I could market him properly (check www.
weishaars.com). T om also agreed to change the picture on his website to one in which he was wearing a suit and tie. Image is important.
T om made all the changes I requested. Before I could begin a
marketing campaign, several clients called and booked all our time

P1: OTA/XYZ P2: ABC
c11 JWBT105-Levinson April 23, 2009 9:48 Printer Name: Courier Westford, Westford, MA
3 Sample Campaigns ➤237
with searches. When I had time to speak with T om, it was all over. I
didn’t have a chance!
Unbeknownst to me—and I should have known, shame on
me—T om is a true guerrilla marketer. He took my Extreme Resumeidea and adapted it to his situation. Armed with the new resume, he
launched an assault. He targeted CEOs across the United States withan innovative ad campaign, followed by a 1-2 punch with his resume
and web site.
Using online magazines like VentureWire, Silicon Alley, T ech-
Wire, and PotomacWire to generate inquiries, T om placed the “Re-sume” ad reproduced here:
RESUME:NEED TO CLOSENEWBUSINESS NOW?
VP Business Development—SALES CLOSER!
Tom Weishaar
T om Weishaar is a Sales Closer and Start-Up Business Develop-ment executive who excels at rapid closure of high level, complex
deals and new market penetration. Extensive Bus Dev, Directand OEM Sales experience. Start-Up experience includes Inter-
net, ECommerce, Security, Enterprise Software, and Handheld
Mobile Computing with strong international exposure. Rapid
engagement strategy, time compression, and closing in new
markets without the advantage of brand or franchise are uniquestrengths. Review comprehensive history with full references at
www.weishaars.com.
The ads were a lot less costly than being unemployed. Every ad
was hyperlinked to his web site, allowing readers to instantly linkto his web site and read his resume. He teased readers just enough
to get them to his site and then pummeled them (subtly) with hisaccomplishments—a great strategy.
When interviewed for this book, T om had this to say about his
campaign:
The results were numerous and across the board. First, it in-stantly drove eyeballs. Second, it kept me busy and engaged innetworking with other executives who thought the idea was cool
and wrote me with their thoughts. Some of them, more than a few
in fact, followed my lead. Hundreds of phone calls and e-mails,

P1: OTA/XYZ P2: ABC
c11 JWBT105-Levinson April 23, 2009 9:48 Printer Name: Courier Westford, Westford, MA
238➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
many phone interviews, and several face-to-face interviews were
directly attributable to the web site. The web site attracted at least
three job offers that I would never have seen otherwise. Most im-portantly, the web site worked in concert with my CV. T ogether,
they were a signiﬁcant marketing force. The CV was strongly
worded, and the web site allowed for the depth and granularityone can only take in that form. While talking to the recipient
of my cold call, I would ask, “By the way, are you in front of a
browser?”
…If you can walk a prospective employer through your web
site, you’re halfway there!
Yes, it worked. So well in fact that T om has continued to use this
mix as his approach. He’s even updated his web site to give it a fresh
look. This time instead of spending weeks building it from scratch, he
bought a template from T emplatemonster.com and modiﬁed it. T om’s
new web site is a good example of how to build a web site speciﬁcallyfor job-hunting purposes.
➤The Key to His Success
T om used a variety of weapons to get a prospective employer’s atten-
tion. In the ﬁnal analysis, the key to getting the interview and closingon an offer was calling early in the morning to follow up and step the
employer through his web site.
șEXAMPLE 2: ALLAN PLACE
➤FME mix: Extreme Resume, personal letter, follow-up call
➤Target job: Sales
The economic downturn in the tech sector in 2001 affected most
companies. In 2000, if you interviewed in jeans, a blue Mohawk, and
a T -shirt while extolling the virtues of anarchy, you very likely would
have received a job offer. Not so just 2 years later. It was soon an
employers’ market, with viable companies cherry picking from the
large and growing base of newly laid off, talented people.
Allan launched his campaign with an aggressive mix of the tra-
ditional methods that had always worked for him in the past—coldcalling and traditional networking.

P1: OTA/XYZ P2: ABC
c11 JWBT105-Levinson April 23, 2009 9:48 Printer Name: Courier Westford, Westford, MA
3 Sample Campaigns ➤239
Allan started with some basic assumptions:
➤Difﬁcult job markets still produce perfect “ﬁts.”
➤Finding a job is a job. Spending only 4 hours a day would not
produce results.
➤He could rely only on himself to ﬁnd work.
➤He would not rely on headhunters, job boards, web sites, news-
papers, or friends.
—Most job seekers see headhunters, job boards, web sites,
newspapers, or friends as primary lead sources. Here’s why:
they are easy to access; they are the path of least resistance.
“T oo many dogs snifﬁng at the same gopher hole.”
—The best positions never get advertised.
➤His best chance was to target speciﬁc companies, determine
the right contact, get that person’s attention, and develop a posi-
tion. He chose this route because:
—Fewer people would be willing to spend the time required.
—The best positions are either created or not advertised.
—Where no position existed and one could not be created,
he would at least have created some level of rapport with
the decision makers that he could draw on if a position
developed.
—It is easier to position yourself for a job when the job doesn’texist.
Allan’s Force Multiplier Effect in more detail:
➤Develop database of potential employers in selected indus-
tries.
➤Conduct research.
➤Discard companies that did not represent a good ﬁt.
➤Contact selected companies.
➤Arrange interviews.
➤Register on job bulletin boards.
➤Contact headhunters.
➤Respond to posted advertisements.

P1: OTA/XYZ P2: ABC
c11 JWBT105-Levinson April 23, 2009 9:48 Printer Name: Courier Westford, Westford, MA
240➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
➤Develop Database of Potential Employers
in Selected Industries
This database of 134 companies came from the Ottawa Business Jour-
nalin the following sectors:
➤Aerospace, defense, and security technology
➤Electro-optical/photonics
➤Internet technology and e-commerce
➤Semiconductor
➤Software
➤T elecommunications, satellite, and mobile communications
➤Conduct Research
This took between a half-hour and 1 hour for each company:
➤Industry
➤Product
➤Company
➤Position
➤Growth path
➤Discard Companies That Did Not Represent a Good Fit
➤Fifty companies were discarded for the following reasons:
—They were struggling in the marketplace.
—Allan’s background was not appropriate for the product/business model.
—Other indeﬁnable reasons disqualiﬁed them.
➤Contact Selected Companies
➤Each selected company was contacted for the names of the
vice president of sales and human resources.
➤Broadcast letters were sent to each of these vice presidents.
➤Follow-up calls were made to determine and explore current
or anticipated employee requirements. In almost all cases, they
were not ﬁlling immediate opportunities. Allan would engage

P1: OTA/XYZ P2: ABC
c11 JWBT105-Levinson April 23, 2009 9:48 Printer Name: Courier Westford, Westford, MA
3 Sample Campaigns ➤241
with the vice president to determine and explore company growth
and future directions.
➤Current points of pain:
—Poorly performing sales representatives
—Limited success in challenging geographic or vertical
markets
—Insufﬁcient sales bandwidth
—Evolving business model (e.g., geographic to vertical)
—Resumes forwarded if appropriate
➤Arrange Interviews
➤If he sent a resume, he did additional research as preparation
for the follow-up call. It also allowed him to further qualify thecompany for ﬁt. In a few instances, he discarded the company
from the prospect list.
➤If he was still interested in working for the company, he would
follow up and try to set up an interview. People do not hire re-
sumes; they hire people. The only purpose of his resume was to
elicit interest and prompt a meeting in front of decision makers.
➤It was assumed that no immediate openings were available.
However, companies are always looking for good talent. “Even
though you may not be hungry, there is nothing wrong with
looking at the menu.” Simply put, even if he knew there was no
immediate career opportunity, he would try to arrange an inter-view. Spending 30 minutes with a prospective employer beneﬁted
both parties:
—Sales opportunities could appear quickly.
—The vice president of sales/human resources might be able
to refer him to someone in their network who was looking.
—It provided interviewing practice.
—It was an opportunity to establish a rapport that might bevaluable over time.
➤Interview preparation averaged about 5 hours per company.
—Product
—Industry
—Competitors
—Position

P1: OTA/XYZ P2: ABC
c11 JWBT105-Levinson April 23, 2009 9:48 Printer Name: Courier Westford, Westford, MA
242➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
➤Register on Job Boards and Respond to Posted
Advertisements
➤Monster
➤Careerbuilder
➤Various others
He searched the web sites and responded to a limited number
of opportunities. T ypically, they were being handled through head-hunters.
➤Contact Headhunters
➤Allan only contacted a few headhunters. If a headhunter be-
lieved Allan was trying to work with too many competitors, there
would be less interest in trying to place him.
➤Results
Initially, his results were dismal. Job boards, recruiters, and tradi-tional networking were a complete bust. There were plenty of lunches
and kind advice but no offers. After many months, he decided to try
a targeted approach to marketing himself. He designed a 1-page Ex-treme Resume based on the qualities employers look for, as outlined
in T able 2.1. He sent his resume with a customized letter to just 2 em-
ployers that he had closely researched. Both employers made offers.
When I asked him why this approach worked for him, his answer,
which may surprise you, was:
I forwarded the letter I wrote using the techniques laid out in yourbook. I called when I indicated I would. They [the employer] re-quested my full resume. I forwarded a full functional version that
summarized my background under select headings, as suggested
in your book. At our ﬁrst meeting, the employer indicated several
things during our discussion:
➤He received literally dozens of resumes and phone calls
weekly. He responded to none—ever!
➤He had all his calls screened to reduce the number of job
seekers who got through.➤He told me that the main reason he took my call when
I followed up was that my approach was unique. I did not
throw a resume at him hoping he liked what he saw. Neitherdid I call repeatedly.

P1: OTA/XYZ P2: ABC
c11 JWBT105-Levinson April 23, 2009 9:48 Printer Name: Courier Westford, Westford, MA
3 Sample Campaigns ➤243
Allan created his own job where none had previously existed by
triggering the value requirement in each company. He did that by
focusing on the prospective employer, not himself. He made heavyuse of the employer’s needs as described in T able 2.1.
➤Summary of Activities
Companies contacted 150
E-mails sent 450?
Calls placed 1,000?
Resumes forwarded 85
Interviews: ﬁrst round 35
Interviews: second round 22
Job offers 4
➤The Key to His Success
Initially, Allan used a variety of weapons to no effect. Shifting his ap-
proach, rather than doing more of the same, changed Allan’s results.
The key to securing interviews with both of his targeted employers wasfollowing up his Extreme Resume, which had been designed speciﬁ-
cally to target each employer’s needs.
GUERRILLA INTELLIGENCE
Surviving beyond Hopelessness
Deanna J. Williams
I knew a young woman whose husband had left her 1 month
before she had her lungs burned with hydroﬂuoric acid at work.She had been laid up for a year and had 2 children to support by
herself. She could no longer work around acids per her doctor’s
orders, so she had to start all over. She had no formal educationother than a high school diploma but she did have a strong will
to survive. She tried desperately to ﬁnd work, but when asked
if she had ever had an industrial injury she admitted that she
did, although it was through no fault of her own but rather that
of a faulty vent that was not properly working. The interviewsseemed to stop immediately after she disclosed her injury and
she never heard from the companies again.
(continued)

P1: OTA/XYZ P2: ABC
c11 JWBT105-Levinson April 23, 2009 9:48 Printer Name: Courier Westford, Westford, MA
244➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
After many months of this, she decided she needed to try
something new. The young woman decided that with her expe-
rience in the semiconductor industry, she could use this experi-
ence to become a recruiter and hire people to do the work that
she could no longer perform. She went to a temporary agencythat was looking for a nonexempt recruiter with a couple of
years of experience. Although she did not have the required ex-
perience, she did her research on the agency and looked at theirwant ads and acquired a couple of resumes from people she knew
whose backgrounds ﬁt the job descriptions. When she arrived at
the agency she told the manager that she knew what kind of
people they were seeking to hire and produced the resumes she
had collected.
The manager listened intently but wasn’t totally convinced
yet, so the young woman told him she would work for free for 1month and if she couldn’t meet his hiring expectations duringthat period, she would leave and he would not have to pay her
for her services. However, if she did produce what he wanted he
would have to pay her for the time she had worked with a bonusat the end of the month for achieving her goals and a full-time
position with the company. The manager thought about it and
took her up on her challenge. She not only succeeded in produc-ing what the manager had given her but she also went beyond
what he expected. After 5 years with the company, she went
on to receive several promotions and was eventually offered aposition as a manager. That woman has been in the recruiting
industry for 35 years and earns a 6-ﬁgure income annually.
Deanna J. Williams, www.linkedin.com/in/deannajwilliams/.
șEXAMPLE 3: CHELSEA TEGAN
➤FME mix: Networking, competitive analysis, functional re-
sume, personal letter, market research with a white paper
➤Ta rg e t j o b : T echnical lead
In Chelsea’s own words:
I also started to research, not just companies to work for, but their
businesses. When I chose a company that I thought I should pur-sue, I asked for an introduction. Before that meeting, I completed

P1: OTA/XYZ P2: ABC
c11 JWBT105-Levinson April 23, 2009 9:48 Printer Name: Courier Westford, Westford, MA
3 Sample Campaigns ➤245
two or three days of research on their business, competitors, and
general issues. The day before the meeting, I summarized this in
an e-mail to my contact (generally the CEO) with the commentthat this is what I understood about their business and that there
were questions about their business I would like to explore. The
conversations I had were good ones, where we were discussing top-ics of mutual interest (the contact’s business is always of interest
to that contact). In every case, I left the meeting with someone
who had a future interest in my whereabouts.
Other notes:
I quickly found a company I wanted to work for. I realized it by
the way the CEO responded to my questions. Essentially after
about 15 minutes of discussion, he looked at me and opened up,
“This is what we are really lacking, and if you can do this, we
are interested.” He talked for 45 minutes. Now, this companywas bound by commitment to the board not to hire anyone in
this position until next budget round, about a year away. I had
researched the company and heard only good things about thebusiness and the management. So I was intent on joining.
➤I asked the CEO if I could have several business contacts
phone in to him as references, which he agreed to.
➤I continued to research the business and tried to ﬁnd
ways to provide service even though none had been required.➤I made sure to be friendly, never expecting them to “get
back to me right away.” Having been in a leadership position
myself helped. I knew that 2 weeks for an answer is okay
sometimes.
I realized that making things easy for people was important, butpositioning was important, too. A junior person usually commu-
nicates by e-mail, a senior person is generally conﬁdent enoughto pick up the phone and call. However, e-mail is easier to answer.
And I knew it was my job to sell into this account. So over the sum-
mer, I ensured that I phoned both senior contacts roughly once
a month with something that I felt might be of value to them.
If I reached voice mail, I mentioned at the end of the messagethat I’d send the information in an e-mail for their convenience.
And then I immediately followed up with an e-mail with the sub-
ject line “follow-up to phone call.” (This worked not only withthe target company but with several “plan B” companies. It was

P1: OTA/XYZ P2: ABC
c11 JWBT105-Levinson April 23, 2009 9:48 Printer Name: Courier Westford, Westford, MA
246➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
a combination of establishing a relationship, while offering the
contact convenience of response. It was a simple approach that
focused on making it easier for them, not for me.)
After a particularly long conversation with two senior indi-
viduals, I took it upon myself to summarize what we had dis-cussed and also to add input from my own experience aboutthe challenges they might face in accomplishing their aims. In
this case, the company was successful with customers in an old
structured industry, but this industry was not growing and theyneeded to open up new markets. Because I believe strongly in giv-
ing value before asking for value, I went over several cases where
I had seen this before and simply offered some ideas about howothers had handled it.
The process started at the end of May and I came on board at
the start of November. That’s about the standard six-month salescycle for high-value products.
Finally, I accepted the advice and assistance of an executive
recruiter friend of mine, who offered an idea. He made an execu-
tive search database open to me where I could look for contacts in
the industry this company was in. I found several good contacts.As a small “market research ﬁrm” (not a lie at all!), I asked them
an interesting question about the use of this company’s technol-
ogy and got some responses. I provided this to the ﬁrm as anadditional and useful contact.
I found out the difference that attitude makes. It is not about
being arrogant; it is about being able to see the other person betterbecause you are conﬁdent enough to forget yourself.
➤The Key to Chelsea’s Success
The key to securing the interview was networking into each companyand then following through with a competitive analysis. As a guerrilla,Chelsea focused on the needs that employers weren’t aware they had.
șSUMMARY
When I decided I wanted to be a headhunter, I didn’t understand that
not having direct sales experience was a detriment. At 25 years old and
a whole 3 years’ work experience, I thought I was “hot stuff.” Interviewafter interview, the search ﬁrms in town couldn’t see what I saw in
myself and why I wouldn’t take no for an answer. In my mind, I was
simply failing to articulate my value correctly. In the end, the owner

P1: OTA/XYZ P2: ABC
c11 JWBT105-Levinson April 23, 2009 9:48 Printer Name: Courier Westford, Westford, MA
3 Sample Campaigns ➤247
of the ﬁrst ﬁrm actually turned me down 12 times over 3 months. I
just kept thinking of reasons to get back together and reiterate why
he should hire me. Thirteen was my lucky number.
Chelsea, Allan, and T om proﬁted from leveraging a suite of tac-
tics and weapons to precisely target employers and climb above the“background noise” of a supposedly lifeless market.
Which tactics will you use? Experiment—be bold—let your real
personality and passion shine through, and remember “no” justmeans, “Not today.”
GUERRILLA INTELLIGENCE
In Case of Emergency, Break Glass
Harry Joiner
I was unemployed and broke during the last recession. I hadbeen laid off from my job at a software company, and with a
wife, 4 kids, and a pricey mortgage—things were pretty stressful.
Panic attacks were a daily occurrence. Whatever you’re going
through right now, I can relate.
Looking for a job when you’re unemployed is tough. I’m not
sure where I heard this statistic, but you should be prepared tospend 1 month looking for a job for every $20,000 of base salary.
So, a$100K job could take 6 months to land.
During that 6 months, hiring managers always seem to mi-
grate from one set of concerns about the candidate to another.
The migration looks something like this:
Month 1 to 3: The hiring manager wonders to himself “If
you’re so good at what you do, why did your company ﬁre
you?”
Month 3 to 5: “If you’re so good at what you do, why are you
still looking for a job?”
Month 6 and longer: “What’s wrong with you?”
During my own job search, I reached month 4 and realized
that I was going to hit month 7 or 8 without any problem. SoI printed up some business cards, slapped up a web site, and
(continued)

P1: OTA/XYZ P2: ABC
c11 JWBT105-Levinson April 23, 2009 9:48 Printer Name: Courier Westford, Westford, MA
248➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
started telling everyone that I was a “business development con-
sultant.”
One small problem: hiring managers began to see me
as an unleadable entrepreneur who would be too much of amaverick to bring on to their sales teams. All hiring man-agers want someone who will plug-and-play right into their
organization—someone who can lead and be led. One hiring
manager told me that he would interview me only after I had
taken down my web site. Right.
As I was driving home that day I thought to myself: “What
exactly would I do if I had to ﬁnd a decent job in this economy
in six weeks or less?”
I have never addressed this question in my blog, nor have I
ever seen anyone else tackle it. It’s one thing to read a job search
book that’s ﬁlled with theories about ﬁnding a job when you’re
unemployed and desperate. It’s another to actually do it.
What you are about to read assumes that you will continue
to run a conventional job search, complete with cold calls torecruiters, job board resume submissions, and chicken ﬁngernetworking events. And the reality is that if you make +$100K
per year, the following method might not work. You’ll need totake a more traditional approach. But if you can settle for alower paying job, then here’s what I like to call the “Any port in
a storm” blitzkrieg job search method:
Step 1Collect yourself. Not too long ago, my 12-year old son, an aspir-ing Eagle Scout, brought home a copy of the U.S. Army Survival
Manual. I swear, this book reads like a job search guide—at least
as far as the mental conditioning aspects are concerned. TheGuide mentions 10 personal qualities required to survive in a
life-threatening environment. They include:
1.Being able to make up your mind.
2.Being able to improvise.
3.Being able to live with yourself.
4.Being able to adapt to the situation—to make a good
thing out of a bad thing.
5.Remaining cool, calm, and collected.
6.Hoping for the best, but preparing for the worst.

P1: OTA/XYZ P2: ABC
c11 JWBT105-Levinson April 23, 2009 9:48 Printer Name: Courier Westford, Westford, MA
3 Sample Campaigns ➤249
7.Having patience.
8.Being able to “ﬁgure out” other people—to understand
and predict what other people will do.
9.Understanding where your special fears and worriescome from, and
10.Knowing what to do to control them.
Don’t those tips apply to a desperate job seeker?
I have seen my own career crash and burn this century, and
I know from experience that not only will you survive it—but, if
you are cool headed, you can also emerge from it with a higher-
paying, more fulﬁlling job than you had before. Just relax. Your
anxiety is like your skin color: there is nothing you can do tochange it.
You can manage your anxiety with prescription medica-
tions, but basically you are going to have to deal with it yourself.Freaking out won’t help you survive. In fact, it will only make
things worse—and then you’ll stillhave a problem. Anxiety adds
no value. I know what I’m talking about. Simply inhale. Hold it.
And exhale. Now lock and load.
Step 2
Make sure your former employer will give you great references.
Preferably, they should do this in writing on an undated letter
on their letterhead. This letter will be added to the envelope you
prepare for Step 6, so don’t let your former employer slide onthis. Good references are a MUST.
Step 3
Call a bunch of nonproﬁts and ask them if you could work forthem in a white collar capacity for free1o r2d a y saw e e kw h i l e
you look for a new full-time job. After you see Step 6, you’ll knowwhat you are going to be doing with the other 3 days a week.
Call 50 nonproﬁts if you have to. You’d be amazed at how
tough it is to get a job working for free, but you must persevere.Job One is being able to look a human resource (HR) manager
square in the eye when he or she asks you, “So, what have you
been doing in your free time?” because nobody wants to hire avictim.
(continued)

P1: OTA/XYZ P2: ABC
c11 JWBT105-Levinson April 23, 2009 9:48 Printer Name: Courier Westford, Westford, MA
250➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
T ell the HR manager that you are working at such-and-such
a charity, “because you have always believed in the cause, and
now—thank heaven—you have a couple of days a week to give
back to society.” Now you have gone from being a victim to being
a positive, outcome-oriented survivor who can make lemonadeout of lemons. PLUS—and this is a big plus—you can put the
nonproﬁt on your resume and use them as a reference. It’s a
beautiful thing.
T o ﬁnd nonproﬁt organizations, check out www.Guidestar.
com, a database of more than 1.7 million nonproﬁts.
Step 4
Order some nice stationery from an excellent stationer. Makesure it’s nice because you want it to reﬂect well on you. There
is no point in being unprofessional. Time is of the essence, so
ﬁrst impressions will count for a lot. I use a thermographed
“house linen” weight paper from ReavesEngraving.com, but you
can use any stationer that has a similar quality product. Get thematching envelopes and business cards. $500 should cover it. It’s
a small investment to make in your career.
Step 5
Rewrite your resume and prepare a nice sales letter. There’s acottage industry around resume writing, so I won’t get into it
here except to say that you need to have a hard-hitting “met-
rics rich” bullet-pointed resume. The law of speciﬁcity applies.Odd numbers work best. Your resume must highlight veriﬁable,
concrete accomplishments such as:
➤Increased sales in XYZ category by $47,215 in Q2 2006.
➤Decreased distribution costs by $17.61/pound by rene-
gotiating truck leases.
➤Reorganized shipping and receiving workﬂows for a sav-
ings of $12.41/case.
You get the idea. This goes back to the comment about being
able to plug-and-play in any company.
About the cover letter: the best cover letters are actually
written in the “Problem/Agitate/Solve” format. Google that to
see what I’m talking about. The master of sales letter writing is
Gary Halbert. Google him, too. Without being long-winded here,

P1: OTA/XYZ P2: ABC
c11 JWBT105-Levinson April 23, 2009 9:48 Printer Name: Courier Westford, Westford, MA
3 Sample Campaigns ➤251
you want to write a letter to the head of the company function
in which you’d like to work, like Dear Sales Manager, Dear CFO,
or whomever.
Then start off with an honest opening sentence like “I
stopped by brieﬂy today to apply for a job. I have no idea ifyou are hiring, but even if you aren’t—I think I could be of value
to you.”
Then simply provide a bullet-pointed laundry list of ways
that you could help on a full-time, part-time, project, or interimbasis. Give some affordable no-strings attached stafﬁng options.
Again, position your needs honestly in a way that he or she can
identify with—and proﬁt from.
Why such over-the-top honesty? Because hiring managers
are busy and they are not expecting such an honest approach.It will catch them off guard because it’s true. It’s completely
without pretense. Hiring managers love that.
Step 6
Cold walk buildings. You are looking for full-time, part-time,
temp, interim, project, and seasonal work to get you throughyour job search. You can work from their ofﬁce or from home.
You have a computer with Internet access.
A local Atlanta phone company, Cbeyond Communications,
has come out of nowhere in the past few years to carve a niceniche in the hotly competitive small business market. Its sales
reps are known for going into high-rise buildings and poppingin on ofﬁce managers to solicit new business. Of course, unan-
nounced solicitations are strictly forbidden in most high-rises,
but that hasn’t stopped Cbeyond’s sales reps, who rarely getbusted by security.
H o wD oT h e yD oI t ?
By starting at the tenth ﬂoor, then going to the ﬁrst ﬂoor, thenworking the ninth ﬂoor, then the second, then the eighth, then
the third, and so on—ﬁnally stopping in the middle.
Why the Strange Pattern?
Because when tenants call security saying that there’s a solicitor
on the tenth ﬂoor, security goes to the ninth ﬂoor to wait for
them. But by the time Cbeyond gets to the ninth ﬂoor (after
(continued)

P1: OTA/XYZ P2: ABC
c11 JWBT105-Levinson April 23, 2009 9:48 Printer Name: Courier Westford, Westford, MA
252➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
having spent 30 minutes on the ﬁrst), security has left the scene.
And on it goes, a goose chase that ends with Cbeyond havingcanvassed the entire building.
If I were in insurance, legal services, or accounting, I’d swipe
this tactic.
THE ONLY GOAL IN DOING THIS IS TO MEET ENOUGH
PEOPLE TO GET CALLED IN FOR A REAL INTERVIEW.
Nobody is going to get hired on the spot with this plan.
However, if you domeet the sales manager on the ﬁrst visit,
simply say:
Look, I know you are busy, but I’m looking for a new job in this geographic
area. The envelope contains a cover letter and my resume. I have no idea if you arehiring or not. My only objective in stopping by was to position myself as a possibleresource for your company. Obviously, I have enough guts and tenacity to knockon doors—but I’m decent enough not to be pushy. Kindly review my resume andlet me know if you’d like to meet for a regular interview. That will give both of ussome time to do our homework on each other. Otherwise, perhaps you can passmy resume along to a local friend who is hiring. Okay??
Now clearly, it takes nerves of steel to pull this off—but peo-
ple did this type of thing during the depression. And business-
to-business salespeople do this every day.
Remember that desperate times call for desperate measures,
and if you just lost your job and you are not niched to a particular
industry and you are almost out of cash and have kids to feed,then what I have written is a fairly good game plan for getting
out an collecting noes—the most time honored way to get to
yeses there is.
Harry Joiner is a well-known marketing recruiter based in Atlanta, Georgia.
His blog, MarketingHeadhunter.com, is one of the world’s most widely readblogs on careers in marketing, and his forthcoming book The Over 50 Job
Search is expected to be published in 2010. You can see the book’s weblog at
www.Over50JobSearch.com

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
12Chapter
Hand-to-Hand Combat
Winning the Face-to-Face Interview
The ﬁrst one gets the oyster, the second gets the shell.
—A NDREW CARNEGIE
As competition for customers, market share, and proﬁtability intensi-
ﬁes, understanding what makes an organization effective and which
levers to pull to improve ﬁnancial performance are critical. High-
performing companies consistently hire doers—go-getters—at all lev-els in the company. Innovation, creativity, perseverance, and leader-
ship are the key levers for success.
As a guerrilla job hunter, your strategy has been to appeal to an
employer’s core need to make money, save money, and increase efﬁ-ciencies. Combining those needs with elements from the New Value
T able (see Figure 2.1) produced a winning resume that secured inter-views. Now you must deliver on your marketing.
șBUILD YOUR STRATEGY AROUND
THE EMPLOYER’S EXPECTATIONS
You will meet 4 general groups of decision makers during interviews.
Each group requires a different strategy. Each has a different agendathat you must focus on.
253

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
254➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
The groups are:
1.Senior executives
2.Hiring managers
3.Human resource managers
4.Corporate recruiters
➤Senior Executives
➤Even if you are not seeking a senior executive role, execu-
tives look for similar things from all candidates, so understand-
ing their perspective will help you position your accomplish-
ments accordingly. By the way, that is the ﬁrst thing they look
for—accomplishments.
➤Executives want to see a lot of recent accomplishments and
understand the speciﬁcs. They need to know how your accom-
plishments can translate into success for them if they hire
you—even before they interview you.
Executives also look for:➤Outstanding leadership qualities: A demonstrated ability to cre-
ate and communicate a vision and then build a team to carry it
out
➤Honesty and integrity: A well-principled person whom people
trust and who can build shared values throughout the organization➤Intellectual capacity: The ability to make quick, solid decisions
in tough competitive environments➤Intensity: The capacity to create a deep level of trust among
their staff and create an energy-charged, enthusiastic environ-
ment
➤Passion: An unrelenting drive to leave a positive mark on the
organization that is not driven by money or power➤Work ethic: A warriorlike resiliency that allows you to perse-
vere, no matter how difﬁcult the task
➤Hiring Managers
Hiring managers are the people you will work for directly. They are
mostly interested in accomplishments speciﬁc to their area of the

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
Hand-to-Hand Combat ➤255
business. Moreover, they want to know how your accomplishments
can translate into success for them personally.
Here’s what else hiring managers may look for:
T echnical Competencies
➤Proactive: Do you embody a forward-thinking, proactive mind-
set beyond the person’s immediate function?
➤Focus on results: Can you recruit a quality subordinate team
and get them working together, to generate high levels of perfor-
mance?
➤Smart: Do you have a strong intellect, coupled with pragma-
tism and pure common sense?
Business Intelligence
➤Budget conscious: Do you understand the critical importance
of cash? Do you watch expenditures as an entrepreneur would, or
simply spend knowing your paycheck and beneﬁts will come, no
matter what?
➤Judgment: Do you have the ability to deal with novel and com-
plex situations where there is no history or road map?➤Customer focused: Do you understand how the industry and
marketplace work?
Emotional Intelligence
➤Persistence: Can you drive programs to successful fruition? Are
you highly self-motivated?➤Empathy: Do you have the ability to connect with employees
and customers?➤Stamina: Do you demonstrate a built-in unrelenting drive to
succeed?
➤Human Resources Department
Human resources (HR) has concerns that go beyond those of hir-
ing managers and executives. HR is also interested in your overall ﬁtwith the company’s core values and culture—your relationship intel-
ligence. The people in HR look for the following attributes:
➤A ﬁt with the next job: How easily can you move up as the
company grows? HR will consider your qualiﬁcations for the next

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
256➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
job because an upwardly mobile person eases their burden for
succession planning and improves their department’s return on
investment (ROI).
➤Ability to ﬁll a gap in the management mix: Good coaches know
their relative offensive and defensive strengths and make trades
accordingly. Likewise, smart HR managers understand their orga-nization’s strengths and weaknesses and will seek to complement,
not replicate them.
➤Corporate Recruiters
These are a company’s internal recruiters, junior members of the HRteam. More often than not, if you respond to a newspaper ad or job
posting, a junior staffer will be the ﬁrst person to assess your quali-ﬁcations. The irony of tasking a company’s least qualiﬁed employee
with the responsibility of acquiring its human capital assets probably
hasn’t escaped you—but that’s reality.
Recruiters are often left to ﬁgure things out on their own. At a
minimum, they have to compare candidates against a list of stipulatedskills or abilities. If you have the exact skills you make the cut—if not,you’re out. They have a lot to lose professionally by recommending
someone who is not qualiﬁed. Some people have said that these people
might not know good credentials if they slapped them in the face.They can’t read between the lines. T ailor your response to exactly
what was advertised. Here’s how to give corporate recruiters what
they are looking for:
➤Work experience: T ell them how your experience ﬁts their op-
portunity. You have to connect the dots for them subtly.
➤Goals: Your short- and long-term goals must be reasonably in
line with the opportunities for advancement.➤Personality: Chemistry and cultural ﬁt between you and your
coworkers is critical. Find out what “type” they hire ahead of time.
Call someone who works there.
➤Communication skills: Written and verbal communication
skills are becoming increasingly critical as the global market-
place evolves. Demonstrate your ability to listen effectively, ver-
balize thoughts clearly, and express yourself conﬁdently.
➤Image: Junior people are easily impressed by an appropriate
ensemble, so dress for the part you want, not the one you currently
have. They’ll mentally compare you to their image of the group

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
Hand-to-Hand Combat ➤257
you’ll be working with. When in doubt, overdress 2 levels above
business casual.
➤Knowledge of the company: Recruiters expect you to be as en-
thusiastic about the company as they probably still are. Make sure
you read everything on the company’s web site. Don’t waste their
time by asking questions you should already know the answers to.
șTHE INTERVIEW MINEFIELD
The most common way people gain entry to a company is through
an ad or referral, starting the process at the bottom of the chain of
command. As mentioned, the corporate recruiter is the person whois least likely to understand your potential and has the most to lose by
recommending you so their natural tendency will be to do nothing.
Traditional job-hunting methods will expose you to a mineﬁeld
fraught with booby traps. As you advance each successive level upthe chain of command toward the ﬁnal decision maker, you risk be-
ing eliminated. After the company ﬁnally does make you an offer, it
will be subject to an excruciatingly detailed reference check and yet
another opportunity for you to be eliminated.
For most job hunters, diagrammatically, interviewing looks like
this:
Recruiter →Human Resources →Hiring Manager
→Executive →Job Offer
The lower down the chain you begin, the more people there are
who will need to approve of your hiring, and therefore the morehurdles you’ll have to clear. Luckily, the opposite is also true.
➤Navigating the Mineﬁeld
As a guerrilla, you’ve been trained to attack weak points. The higher
up in the organization you begin, the fewer people you need to satisfy,
and the closer you’ll be to an offer.
Executives have a macroview of the industry, their business, and
skill sets. They’re more interested in what you’re capable of doing for
them in the future than in dissecting your life story. Executives havemore experience hiring and tend to make quick gut-level decisions
with little validation. So, you should always aim to begin your job
hunting in the executive suite.

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
258➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
Guerrilla interviewing looks like this:
Executive →Job Offer
Or in the worst case scenario, this:
Executive →Hiring Manager →Job Offer
When you start at the top, you can get an offer without meet-
ing anyone else. Executives have authority to make an instant hiring
decision and have a mandate to continuously “talent hunt” for the
whole company. They’re the only people who have that macroview of
the company’s needs. When an executive passes your resume downto a hiring manager with a note saying, “get a hold of this candi-
date” or “looks good,” it’s much easier to get an offer. If you think
that’s simplistic—boy, are you ever wrong! Headhunters work withsenior executives for a reason—they can make decisions quickly and
efﬁciently.
➤Focus on the Employer’s Goals
What you’re ultimately “selling” during an interview are those ele-
ments of your background, skills, and personality that can make asigniﬁcant contribution to the company. Your potential contribution
will be weighed against the cost of a bad hire. If they make the wrong
choice, at minimum, they are wasting time and money. At worst, abad choice could jeopardize the recruiter or manager’s job, perhaps
even the success of the company. A lot is at stake.
Your mission is to neutralize their concerns by eliminating
fear—doubt anduncertainty.
➤Preparation—Understand the Meeting’s Purpose
The employer believes you’ll bring something to the organization.
What exactly is that? Are you being interviewed because he has an-
nounced a speciﬁc opening, or did something in your approach pique
his interest? T o prepare for the meeting, you need to understand the
reason for his interest.
If you’re being interviewed for a speciﬁc job, he’ll tell you and
you’ll know what to focus on. If it’s a general nonspeciﬁc get-to-know-you interview as a result of your unsolicited approach, you need
to focus on the requirements you uncovered while researching the

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
Hand-to-Hand Combat ➤259
company. If he’s in line with your accomplishments, then that’s likely
the reason for the meeting.
Personally, I’ve always found being direct gets the best results.
The easiest thing to do is simply ask, “How much time do you thinkwe’ll need” and “what’s your agenda?” They’ll tell you. If they don’t
tell you, it means they deﬁnitely have a pressing problem that yourbackground indicates you can solve—but they don’t want to show
their hand. In that case, you’ll need to focus on what you’ve ac-
complished over the past 5 years. This is more work, but it’s notimpossible.
If you ever ﬁnd yourself in an interview where you’re unsure of
the agenda, quickly ask, “Where would you like to begin our conversa-tion?” If he says, “T ell me about yourself,” then you should ask, “Where
would you like me to begin?” Where he wants you to begin is what
he’s most interested in. Focus on his interests.
Projecting the image of a stellar can’t-do-without candidate comes
with practice and preparation. There are 3 things you need to do:
1.Complete a T -account exercise.
2.Build your “story” book.
3.Rehearse your message.
T-Account Exercise
There’s no substitute for this exercise. A sage headhunter taught it to
me years ago. The exercise requires you to overlay your accomplish-ments on the employer’s needs. This preps you to talk about your ac-
complishments, long-term goals, as well as strengths and weaknesses
in the context of the speciﬁc job you’re interviewing for.
I know this sounds too easy—too common sense—too logical, but
it’s not. In my experience, few job hunters spend time thinking abouthow their experience and skills relate to a job until they’re actuallyasked. I’ve seen people blow it when they were asked the simplest
questions: “What do you know about our company?” That is the perfect
opportunity to explain what you’ve learned and how your experiencemakes you their perfect candidate. T oo often, even the most senior
people “wing it.”
Draw a line down the middle of a page. List the employer’s needs
on one side and your skills and accomplishments that prove you can
do the job on the other. In the interview, you’ll be able to point outthese compatible assets for the employer. You’ll stand out as organized
and prepared. Grab a blank sheet of paper and do it now. (You can
recycle this exercise in your thank-you note.)

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
260➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
Analyzing Your Strengths and Weaknesses
All employers ask you about strengths and weaknesses. It’s one of
the few questions you can absolutely guarantee. Yet, it’s numbing
how little forethought most people give to this question. This mightsound asinine, but I’ve actually had people who, when asked about
weaknesses during an interview, either couldn’t come up with any
or replied, “I don’t believe I have any.” Candidates who say they havenone—I guess they are, in their own mind, perfect—Mr. Employer will
view them in a highly negative light. So much so, that once they state
they have no weaknesses, the game is over. And I mean over. Theseare disastrous interview blunders! Assess your weaknesses in advance
of an interview.
GUERRILLA MISSION
Strengths
Now that you’ve completed a needs analysis with the T -accountexercise, you need to list your top 10 strengths as they pertain to
the job you are seeking. Grab a piece of paper and list them inbullet form. Stop. Do it now. This is important.
Now look at your strengths. Which of those applies to the
job for which you are being interviewed? If you were the inter-
viewer, would that be enough? Would you spend your last dollar
to acquire you? If your answer is yes, proceed to the next exer-cise on weaknesses. If you said no, congratulations for being so
honest; you have just saved your interview from certain disaster.
You’re running these exercises because, like a pro sports coach,

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
Hand-to-Hand Combat ➤261
you understand that practice makes perfect and game day is no
time to practice. Run through this exercise until you’ve listed 5
strengths to support the job’s requirements.
Weaknesses
Run the same exercise, only this time list your weaknesses as
they apply to the job. Now pick a weakness you’ve been work-
ing on and detail what you’ve done to correct it. Are you short-tempered? Don’t mention that one! This is not true confessions
time. Interviewers expect you to pick something “light.” That’s
what candidates do. Please don’t disappoint them. What you’reg o i n gt od ot h a tm o s tc a n d i d a t e sd o n ’ tt h i n kt od oi sd e m o n –
strate your follow-through. Right after you reveal your weakness,
you’re going to explain what you’ve done to correct the matter.
You might prepare an answer like this:
I was told a few years ago that my budgeting wasn’t good enough.
I had never received any formal training, so I immediately reg-
istered in a night class. On my last review, my supervisor notedhow much improvement I’d made. My budgeting skills are now
well above average. He did me a big favor.
Congratulations. In this example, you told the interviewer:
➤What the problem was (budgeting)
➤Why it was a problem (no training)
➤What you did to correct it (night class)
➤What the results were (improved skill level)
Moreover, you’ve also shown that you are open to construc-
tive criticism and most importantly, that you are prepared to
act on feedback. Most employees are not. If the interviewer is
keeping score, you just received double bonus points because
employers will hire someone with average skills and great atti-tude over a self-confessed superstar any day.
Build Your Story BookFollowing the T -account exercise, you need to turn your strengths
and accomplishments into memorable stories because everyone likes
a good story. More importantly, people retain ideas more easily if

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
262➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
they’re presented in the form of a story. After hours and hours of
interviewing, it’s often difﬁcult for interviewers to remember one
candidate from another unless one of them—that’ll be you—reallygrabs their interest with a great story.
Storytelling has other advantages:
➤When you link ideas for the interviewer, you’re far more likely
to engage the listener’s interest and leave a favorable impression.
➤The conversational tone relaxes your interviewer and will
turn an interrogation into a conversation.➤Storytelling appeals to an interviewer’s “gut-feel” and innate
ability to hire people with “promise.”➤Given 2 people who are equally qualiﬁed on paper, an em-
ployer will tend to hire the best storyteller because the person is
perceived to have superior communication skills.
Unlike the fairy tales you heard as a child, your stories are based
on facts. They portray you as a modern-day hero—conﬁdent but not
arrogant, decisive but not overbearing, driven but not maniacal. You
must provide accurate illustrations of the signiﬁcant goals you’ve
achieved and the skills and training you mustered to achieve them.You get to play the part of the “hero” who invented the new product,
closed the big deal, or in some other way vanquished the dragon.
Which accomplishments prompted the employer to want to meet
you in the ﬁrst place? Those are the stories to use. The key elementsof each story relate to the requirements—be they in sales, market-
ing, engineering, or something else—you outlined in the T -accountexercise.
For example, you have discovered from your research that the em-
ployer needs to be able to bring new products to market in a timelymanner and you have 10 years’ experience in new product develop-
ment. Your story might sound something like this:
Mr. Employer, in the summer of 2009 our major competitor, in
an attempt to run us out of business, began giving away a prod-
uct that they claimed had the same features as our mainstay
product. Not surprisingly, revenue plummeted 90 percent in our
next quarter. The bottom fell out of our stock. Several of our
key development and salespeople quit. In response, I led 2 smallteams of 6 engineers on a mission to develop our next-generation
product and to expose the weaknesses in the competitor’s offer-
ing. Within ﬁve weeks, we discovered serious design ﬂaws in the

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
Hand-to-Hand Combat ➤263
security layer of their software that made the user’s data vulnera-
ble to hackers. We staged a demonstration of our ﬁndings for our
sales and marketing team. They designed a counterattack thatstopped our competitor in its tracks. Meanwhile, my second team
added major functionality to our core product. When the ﬂaws
in our competitor’s product became front-page news, my teamwas ready with a bulletproof upgrade. We did all this in less than
nine weeks. Company revenues surged 15 percent higher than
our previous best quarter.
What is the interviewer likely to infer from this story?
➤You rise to the occasion when confronted with difﬁcult
situations.
➤You can lead under pressure.
➤You can execute a strategy.
➤You’re a team player and a team captain (because you kept
saying “we” not “I”).
You’re a …you’re a …It’ll be a long list of positive attributes
leading them to conclude, “We’ve gotta have you on our team!” and
that’s what you want.
The interviewer will infer all positives and will start to ask “how”
questions:
➤How do you manage?
➤How did you keep them focused?
➤How—how—how.
Guerrilla, they’re hooked. This is exactly how you want them to
react. Now you get to lead them into a natural discussion on the
similarities between what you’ve done and what they need. Make
sure you prepare a few more anecdotes to reinforce your positiveattributes.
Rehearsing Your Message
From your T -account, pick out instances where you used those skills
successfully. Prepare 3 relevant stories for every interview. Use theseto create analogies during the interview. Starting with your most rel-
evant accomplishment, write a 2- or 3-paragraph story. Bulleting the
sequence of events may make it easier to write the paragraphs. The act

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
264➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
of writing forces you to organize your thinking and etch the details
in your mind for easy retrieval. Now read the paragraphs out loud.
Does your story sound like you’re talking or does it sound like you’rereciting something you’ve memorized? Your story must be delivered
in a conversational tone.
Practice telling the story until your words and facial expressions
appear natural. In an interview, your ability to retrieve informationquickly is important. It’ll boost your conﬁdence and surprise the in-
terviewer who’ll expect the usual period of silence while inadequatelyprepared candidates contrive their answer.
Your ability to rapidly recall the details of a story affects whether
you’ll get an offer and if you’ll be invited back. I recently watcheda VP sales candidate crash and burn during an interview. While his
answers were perfect and naturally delivered, he paused for 3 or 4
seconds before he answered each question. In an interview, that’s along time. For every moment an employer watches you think, you lose
credibility. You need to be prepared to speak within one short breath
after they stop talking. The employer must see you as “all together.”
Interviews aren’t real life. Everyone knows that, but it won’t stop
the interviewer from forming a real-life opinion on your candidacy.You can know your job better than anyone in the world, but if you
freeze during the interview process, the interviewer isn’t likely to care.
If you can’t just naturally “ﬂick a switch” and perform like a Holly-wood actor, you’ll need to rehearse with the zeal of a drill sergeant.
If you practice long enough, you, too, can deliver an Oscar-winning
performance.
GUERRILLA INTELLIGENCE
T ales from the Trenches
Kevin Watson
Few hiring managers interview well. A manager may hire as
many as 100 people in his lifetime or, put another way, spend
a total of 400 hours of effort. Compare this with the 6,000 hoursthat he will spend at lunch, and it is obvious to see why so little
emphasis is put on doing hiring correctly and why training is
virtually nonexistent.
Recently, I had a headhunter phone to ask if I would be
interested in looking at an opportunity. I received a link to their

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
Hand-to-Hand Combat ➤265
web site containing the job requirements and skill set required.
It was a perfect ﬁt!
So with all the appropriate preparation and an updated re-
sume, I proceed to the interview. At the start of the interview,they asked if I had any questions. What questions could I have?The company is well known within the community, the balance
sheet is fantastic, and I had a complete list of the skills and
requirements for that position.
The interview proceeded as planned (both on their side and
mine). I was to the point for every question asked. I gave speciﬁcexamples to show I possessed all the skills they needed [based on
the job description I had received]. As the interview wound up,
I was conﬁdent that I proved to them I could manage and lead adevelopment team.
There was only one problem. The job posted on the web
site was already ﬁlled. The company had decided to split theoriginal position into 2 positions. They had ﬁlled the position
posted on the Web but never bothered to update the original job
description.
I had interviewed for the wrong position!
It hit me like a 2 ×4 across the head. Most interviews are
full of nonspeciﬁc questions that are designed to act like an
atomic accelerator—shooting high-speed electrons at atoms to
see what falls out. Would I have conducted any other business
meeting that way? Would a salesman sit in front of a customerand explain to them the feature set of a product without ﬁrst
asking what they were trying to use the product for?
If the interview was approached like any other business
meeting, the outcome would be quite different. First, the meet-
ing would start by listing the requirements followed by solutionsthat ﬁt the problem trying to be addressed. In my case, if I would
have gone to the white board and ask these simple questions
(and written the answers to them):
➤What is the goal of this position?
➤What are the responsibilities of this position?
➤What do you hope this person will accomplish in this
role?
(continued)

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
266➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
➤Is this a new position? If no, what did the previous per-
son do really well and what did that person do really poorly?
➤How do you know if a person is successful in this
position?➤What is the reporting structure—what about the “dotted
lines?”➤Are there any direct reports? Does one of them want this
position?
As the questions and answers begin to ﬁll the white board,
you now have a structure in which you can hang your expe-
riences. If done correctly, your “white board” resume will ﬁt
exactly their speciﬁc requirements. Doing this at the start of
the interview would have told me what position I was applying
for and would have made me look like a leader rather than afollower.
Kevin Watson, www.linkedin.com/in/kevinwatson/.
șHOW TO ANSWER QUESTIONS
Answer questions with a 1-2 punch—a short answer followed by a longanswer. For open-ended questions, I always suggest you say, “Let me
give you the short version. If you need to explore some aspect more
fully, I’d be happy to go into greater depth.”
Answers of less than 30 seconds are generally insufﬁcient, but
answers over 3 minutes are too long. This is an important detail. In theﬁrst instance, you’ll come across as light, lacking knowledge, depth,and insight—not the impression you want to be making. Long answers
right off the bat, though, could brand you as being too technical or
boring. You need to strike a ﬁne balance and this 1-2 punch does it.In the end, a question like, “What was your most difﬁcult assignment
or biggest accomplishment?” might take anywhere from 30 seconds
to 30 minutes depending on the detail—but let the interviewer draw
the details out of you.
Always remember that the interviewer is the one who asked the
question. T ailor your answer to what the person needs to know withouta lot of extraneous rambling or superﬂuous explanation. Why give a
sermon when a short prayer will do?

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
Hand-to-Hand Combat ➤267
➤Preparing for Typical Interview Questions
The interview isn’t just about your stories. Beyond the purely techni-
cal questions speciﬁc to each job, I have listed the typical questionsinterviewers ask. These are behavior-based interview (BBI) questions.
If BBI is new to you, don’t panic. It was designed to reduce hiring
errors by focusing on a job hunter’s past experience and behaviors in-stead of relying on an interviewer’s gut-level decision-making ability.
BBI questions actually focus on the core components of your accom-
plishments. That’s good for you.
If you have experience with traditional interviewing techniques,
you’ll ﬁnd the BBI different in several ways:
➤The interview will be structured to concentrate on areas that
are important to the interviewer, instead of allowing you to con-
centrate on areas that you think are important. (The T -account
exercise and a thorough understanding of the job description willgive you all the clues you need.)
➤Rather than asking how you would behave in a particular situ-
ation, the interviewer will ask you to describe how you did behave
in a similar situation.➤The interviewer will drill you for details. You’ll have no time to
speculate. (Now you know why we’ve spent so much time detailing
your accomplishments.)
If you prepare reasonable answers to the following questions,
you’ll be well on your way to acing your interview, no matter who
is conducting it.
Strengths
➤What key factors have accounted for your career success to
date?
➤What do you consider to be some of your most outstanding
qualities?➤What is your greatest strength or asset?
➤In what areas have others been particularly complimentary
about your abilities? Why?➤During past performance reviews, what have been consis-
tently cited as your major assets? Why?➤From a performance standpoint, what do you consider your
major attributes?

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
268➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
Weaknesses
➤What aspects of your current position could be better per-
formed, and what kind of improvement could you make?
➤If we asked 2 or 3 of your peers who know you well to be
somewhat critical of your performance, what 2 or 3 improvement
areas would they likely identify? Why?
➤If you could, what 2 things would you most like to change
about yourself to improve your overall effectiveness—and why?
Job Performance
➤What have been your last 3 performance evaluation ratings?
Why?➤In what areas does your performance excel?
➤Why, in your judgment, are certain businesses successful?
➤In your judgment, what factors account for most business
failures?
Personal Style
➤What kind of operating style do you feel is not conducive to
good performance? Why?➤What basic values and beliefs do you feel are important to
good performance?➤How would you categorize the traits and attributes of a good
manager? Why are these important?
Management Skills
➤What are some of the techniques you use to motivate poor
performers?➤Give me some examples of how you have used these
techniques.➤What results did you get?
➤How could these have been improved?
➤What is the toughest decision you have had to make as a
manager?
Communication Skills
➤Give me an example of a complex communications problem
that you faced.

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
Hand-to-Hand Combat ➤269
➤What made it complex?
➤Why was it difﬁcult to communicate?
➤How did you solve this problem? Why?
➤How might you have further improved the communications?
Integrity
➤If you caught one of your most valued employees doing some-
thing dishonest, what would you do?
Assertiveness
➤If your boss told you that you had a “stupid idea,” but you knew
it was a very good one, what would you do?
Risk
➤What factors most inﬂuence your willingness to take a risk?
Analytical Skills
➤What is, perhaps, the most complex business analysis you
have had to make?
➤What factors made it complex?
➤How did you tackle this task?
➤How did your result reﬂect the effectiveness of your analytical
abilities?
Perseverance
➤Describe a work situation where you knew you were right, but
the odds of winning were such that you felt you had to abandon
your position?
➤What odds did you face?
➤How great was the resistance?
➤What approaches did you use?
➤What factors persuaded you to abandon your position?
How did you do? I can’t overemphasize the need to practice your
answers to these questions. If you can, you should rehearse with a
nonjudgmental friend. If you don’t have any friends, rehearse in front
of a mirror with a tape recorder. (Make a mental note to acquire some
friends in the future.)

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
270➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
Ask and answer the questions one-by-one, and when you’re ﬁn-
ished, watch or listen to the tape. Do you sound conﬁdent? Are your
answers complete? Would you hire you? Last, did you notice yourfacial expressions? Did you look happy, relaxed, and natural; or did
you look like someone who needed to pass gas? Practice, practice,
practice—until you feel conﬁdent and look terriﬁc.
➤How to Answer the “F” Question
If you where ﬁred from your last job, you should expect to be
asked why. What are you going to tell them? The truth! How you
tell them is the important point. Use truthful, positive informa-
tion to put yourself in a favorable light—and modestly explain what
you learned from the experience. Outline the steps you’ve taken
to upgrade your skills or change your behavior to ensure it won’thappen again. If it was a personality issue, then brieﬂy state the
following, “I’m open to working overtime but can’t work 70 hours
a week.” They’ll conclude your former boss was a slave driver withoutyour having to say so. If you don’t make a big deal over it, neither
will they.
➤How to Answer the “L” Question
Many people have been answering this question lately. Layoffs hap-
pen all the time. It’s a fact of modern-day life. It’s not personal, so
don’t take it that way. Explain in 30 seconds or less how it came to
be and why you where chosen: seniority, geography, nepotism, what-ever the case. If the company went through 7 layoffs and you were
in the last round, that’s positive news you should impart. Practice de-
scribing your situation from the employer’s viewpoint. Work throughany feelings of anger or bitterness beforehand. You’ll score points for
professionalism.
șDRESS FOR EXCELLENCE
I don’t care how many times you’ve read “dress like the interviewers,”it’s wrong. You dress in the best clothes you have, no exceptions. Guys,
there are only 2 colors when it comes to suits: navy blue and charcoalgray. Shoes are black with matching black socks (if you wear white
socks, I’ll ﬁnd out and personally hunt you down). If you have body
art, you should cover it.

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
Hand-to-Hand Combat ➤271
Women should wear conservative business attire, appropriately
buttoned. Perfume and jewelry should be kept to a minimum (only
one pair of earrings).
AW A RS T O R Y
Shari Miller
I had a candidate who lived in Fresno, California, and worked at a
small family company—a very laid-back working atmosphere. He wasgoing to be interviewing for a director of MIS for one of Sacramento’s
largest food chain stores. After the interview process was over, I found
out just how much he really wanted the position. He was very self-conscious about his appearance. He was afraid they would think him
too old (if I remember correctly, he was only in his late 30s) because
he was prematurely gray. He also wore his hair in a ponytail. He had
his hair cut and dyed, spent time in a tanning booth to look younger,
more with it. He bought a corset to look slimmer than he actually was.
He also worried about what people would think if they saw him
pull into the parking lot at corporate headquarters in his old junker,which would be spewing smoke after making the 3-hour drive fromFresno to Sacramento—so he rented a Lincoln Town Car. Looking like
Fresno’s version of George Hamilton, he arrived in Sacramento for
the interview with his new hairdo, his nails manicured, looking trimand thinner, and wearing an Armani suit his wife had found at the
Veterans’ Thrift Store (if you can believe that). He was ready to show
Sacramento what a farm boy from Fresno was all about. He was theforerunner to Extreme Makeover.
Shari Miller, deceased.

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
272➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
șHOW TO RECRUIT AN INSIDE ADVOCATE
During your research, I hope you found the phone number of the
interviewer’s executive assistant. If not, call and get it now because the
day before the interview you’re going to recruit that person onto your
team. Here’s how to recruit your interviewer’s most trusted conﬁdant:the day before the interview, call the assistant and say:
Hello my name is [your name goes here] and tomorrow at [thetime for the interview goes here] I am scheduled to meet with[the interviewer’s full name goes here]. I just wanted to call and
ensure that [interviewer’s ﬁrst name goes here] schedule is still
intact.
Wait while the assistant veriﬁes it is. Thank the person and hang
up the telephone. Making this call telegraphs the assistant 2 key sub-
liminal messages that work in your favor:
1.You value your time.
2.You value their time.
Guerrilla, how many people do you seriously think would risk
making that call? Not many. In my experience, candidates never con-
ﬁrm an interview once it’s set up. By calling to conﬁrm you indicatethe interview is not the most important thing you’ll do that day. What
do you think that does to your leverage it increases it?
In sales school, rookies are taught to never conﬁrm an appoint-
ment once it’s set because it gives the other person an opportunityto back out. What they neglect to point out is that by risking re-
jection, you can actually strengthen your position. The other per-son assumes, “This guy must really be important.” This enables you
to walk into the meeting with conﬁdence. This has never backﬁred
on me.
Moreover, tomorrow the only person the interviewer’s assistant
will remember is you. You are likely the only person who has evercalled to conﬁrm. That speaks volumes about your self-esteem. T o
the assistant, your simple gesture is indicative of how professionally
you’ll interact with them if hired. Personal assistants, secretaries, andreceptionists can have enormous inﬂuence on your success. Be rude
even once and you’ll torpedo your chances.

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
Hand-to-Hand Combat ➤273
șTHE ABSOLUTE LAST THING YOU DO BEFORE BED
It is often the simple questions that trip people up, so before you turn
in for the night, review your answers to the following 2 questions:
1.Why do you want this job?
2.Why do you want to leave your present company, or why did
they leave you?
Most candidates stumble on those basic questions. Don’t be caught
speechless!
șGAME DAY
What most candidates don’t realize is that the job is already theirs.
Guerrilla, the interviewer is seeing you because he (or she) wantsto hire you. He has a problem you can solve and he acknowledged
as much the second he agreed to an interview. The issue now is to
convince him that he’s not making a mistake. Essentially, it’s up toyou not to drop the ball.
The ﬁrst few seconds will set the tone for the interview, so look
the interviewer straight in the eye, smile, and say, “I’ve been lookingforward to meeting you.” If he asks why, go for it. The game’s on and
you have the ball. Most employers want “can do,” “will do” employees.
Start your meeting off like any other business meeting by laying outwhy you’re there. Don’t waste time with the idle chitchat about the
weather or the “big game” last night. The employer will be grateful.
In order of importance, an employer will consider the following
factors at a ﬁrst interview:
1.Character
2.Relevant accomplishments
3.Drive
4.Initiative
5.Communication skills
Throughout the meeting, the interviewer will be determining
whether you have what he needs, not only through your stories butalso through your body language. Yes, body language.

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
274➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
șTHE SCIENCE OF BODY LANGUAGE
Sixty-ﬁve percent of all communication is nonverbal. There has been
a lot of hullabaloo on the science of body language and its value
in job interviews. What your gestures “say” about you could make
a difference in your interview success. For example, are you lyingwhen you tug at your ear or is your ear just itchy at the wrong time?
A trained professional will know the difference. Your interviewer is
probably not a trained professional, but many interviewers think they
can read body language. I’ve read many of the books on the sub-
ject and few agree on what means what, so let me give you a quickprimer on the subject. I promise this won’t require a personality
makeover.
Interviewing can make people nervous—on both sides of the desk.
The interviewer has an hour or less to decide if she ever wants to seeyou again. Generally speaking, a blind date isn’t this stressful. You
want to put your best foot forward and appear to be the kind of personyou really are, even when you’re nervous:
➤Relax and be yourself. Just be more polite!
➤Offer a ﬁrm handshake. In the United States, 3 pumps up and
down is sufﬁcient.
➤Maintain eye contact when you’re talking, but don’t stare.
Focus on the interviewer’s nose if direct eye contact bothers you.
Avoid looking down into your lap.
➤Sit facing the interviewer, not off to the side.
➤Lean slightly forward and look attentive. It indicates you’re
interested in what the person is saying.➤Keep your hands out of your pockets and away from your
face—especially your nose! Excessive gesticulation is distracting.➤Keep your 2 feet planted squarely on the ground. Crossing
your legs may be misinterpreted as a “defensive move” and that
you have something to hide.
If you can remember these points, you’re covered in the body
language department. If you forget some of this advice, don’t panic.
Focus on the interview: the minutia is not as critical as many of thesebooks would have you believe. Oh yes, I almost forgot, tell the truth
and your body language won’t give you away.

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
Hand-to-Hand Combat ➤275
șYOUR GUERRILLA INTERVIEW STRATEGY
Your mission: to impress interviewers so much they handcuff you to
the desk for fear you’ll escape. Don’t laugh! It could happen.
Not that long ago, I was interviewing with a client who was partic-
ularly impressed with the candidate I’d recruited. It had been a longand difﬁcult project because of the rare skill set we were looking for,
but the interview was going as planned. At one point, the president
became so excited he dragged his 4 vice presidents in to meet the can-
didate as well. The interview ran for 6 hours—well past the allotted
time. We had to order in lunch for the 7 of us. In the end, we onlylet the candidate go home after he promised to review our offer with
his wife that night and call us ﬁrst thing in the morning. (Yes, he
signed on.)
This candidate understood the number one guerrilla job-hunting
tactic and how to use it. Unusual? Yes! Rare? No. Similar events havetranspired many times during my 22 years of recruiting. Okay, neverwith handcuffs—but you get the idea.
➤Your Number One Tactic
Sell ﬁrst. Buy later. Here’s what I mean. No matter how much research
you’ve done, no matter how eminently qualiﬁed you are, no matter
how great the width of your smile, your ﬁrst objective is to get them
to like and want to hire you. In the beginning, it’s not about you—it’s
about them. Your mission is to sell-sell-sell. Even if you’ve never sold
a thing in your life, you can do this. Once they’re sold on you—youget to buy while they sell-sell-sell. Let me explain.
Interviews have 3 distinct stages. During the ﬁrst 2 stages, you sell.
During the third, you turn the tables and make them sell you. Here’show the interview should unfold.
Stage 1: The Warm-Up
The warm-up general discussion is designed to get to know you. Let the
interviewer lead. If he asks you the time-honored opening question,“T ell me about yourself,” there’s only one way to respond: “Where
would you like me to begin? Where should I start?” By using this
method, you subtly telegraph that your thoughts are well organized,
and you want to understand the intent of the question. Be prepared
to jump into your primary reason for being there. They have a needyou can satisfy. Ply them with stories and analogies but don’t be
overbearing.

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
276➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
They’ll question you about the speciﬁcs of those jobs that interest
them. The more time they spend on a subject, the more relevant it is
to the position, so don’t be too quick to move the discussion to yourinterests. You’re not running the show, they are—for now.
Listen carefully to the interviewers and be direct. Bring your suc-
cess stories forward. By focusing on results, you demonstrate howyou can make them money, save them money, and so on. Ensure
that you’re answering their questions completely. Ask, “Is there any-
thing else you’d like to know about this?” or “Does that answer yourquestion?” to make sure that you have delivered the details they
need. Ask questions that are on topic and in line with theirs. Ask
for clariﬁcation if you don’t understand a question or need moredetails.
Stage 2: Detailed Discussion of Qualiﬁcations
This stage involves an in-depth technical discussion of your key skills
as they apply to the position. Demonstrate your current industry
knowledge by talking about their business, market position, and any
new products their competitors have rolled out.
Many interviewers don’t know how to interview to get the infor-
mation they need to make a hiring decision. Guerrilla, it’s your re-sponsibility to ensure they get it. T o take the lead tactfully, ask some“how” questions that will steer the conversation toward the strengths
you want to emphasize:
➤How has XYZ affected [insert pertinent area of company]?
➤How are you dealing with [insert pertinent topic]?
➤How do you think XYZ will affect the industry over the long
term?
Be prepared to answer this question yourself and engage the inter-
viewer in conversation. Prepare 3 “how” questions before you go. You
don’t have to agree with the interviewer’s opinion but you do have to
listen. Some interviewers will challenge you just to test the depth ofyour character. Have your facts ready and be prepared to drill down
to the tactical level to explain the Who, What, Where, When, Why,
and How of your major accomplishments. By discussing how they
relate directly to the position, you demonstrate your ability to hit the
ground running.
If the interviewer says something outrageous, bring the discussion
back on track by saying, “That’s interesting.” Or “I hadn’t thought ofthat,” and then ask another question. Don’t get into an argument.

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
Hand-to-Hand Combat ➤277
I recently watched a candidate lose a job offer because he got into
an argument with the president over a minor technical issue that
wasn’t even germane to the technology. In the ensuing moments, thecandidate aptly demonstrated that he was not open to new ideas or
anyone else’s opinion. He answered the employer’s biggest concern
without being asked directly. They continued their search and hiredsomeone else a month later.
Don’t let that happen to you—even if you’re right—you’re wrong.
By the way, the candidate was right, in terms of the technology dis-cussed, but he approached the t ˆete-`a-tˆete as an absolute authority. In
this case, my client wanted a leader, not a dictator. Not 15 minutesearlier, the candidate had been emphasizing his inclusive leadershipstyle. The moral of the story: be ready to be tested.
Stage 3: Closing Discussion
Finally, after the interviewer has interrogated you and is satisﬁed that
you’re the real deal, he’ll politely ask if you have any questions. He’ll
assume he’s already answered them during the interview and won’t
expect any. This moment of truth separates the winners from the
losers, so to speak. Asking the right questions will lead the employerto the inevitable conclusion that you’re the right candidate.
șTAKING CHARGE OF THE INTERVIEW
Your personal question period is an important event. It gives you aﬁnal opportunity to separate yourself from the pack. Here’s where
your copious research comes into play. When someone asks us deep,
thoughtful questions, we think the person is smart and important,don’t we? Think about this for a minute. You can turn this behavior
into a strategy to create demand for you. If your interview didn’t go
very well or was only so-so, this is where you can make up groundand overtake your competition. If it went as well as I expect it will,
here’s where you ensure that youget the offer.
➤Becoming Their Top Choice
By asking the right questions, you can learn the company’s real weak-nesses and map them to your accomplishments right in front of the
interviewers. It’s a curious thing, to watch employers start noddingtheir heads. When you see telltale side-to-side head movements, don’t
panic. It doesn’t mean no. It means, “Yes.” It signiﬁes, “I can’t believe
this guy understands my problems.” The interviewer is thinking, “I

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
278➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
should have been selling this guy. Here he’s been assessing me the
whole time. I can’t let this one get away!” Now watch the interviewer
start to sell you and sell you hard. He’s now handed control over toyou. Once you are at this point, ask all your questions and carefully
drill down on the answers.
Questions Designed to Separate You from the Pack
➤Can you explain to me how your business philosophy has
changed/evolved over the past 5 years? How does this compare
to your competitor “X”? Their answer tells you what the com-
pany values most. It will tell you whether the company is prod-uct or market driven and where its weaknesses lie. If the com-
pany hasn’t changed in 5 years, it is either a runaway success or
blind: either way, your opportunity to make a real impact could beminimal.
➤How does the company deal with the inherent conﬂicts between
quality and the timely delivery of new products? This tells you how
realistic the company is and whether its alpha- and beta-testing
processes are well run. It also gives you insight into how the dif-ferent departments operate. Anything less than total co-operation
between kingdoms is a recipe for disaster—everyone works on “In-
ternet time” now.
➤What industries or outside inﬂuences affect the company’s
growth? This tells you how the company minimizes the downside
and maximizes the upside. Many external inﬂuences can impact
a company’s success. A smart company will be able to recognize
these external inﬂuences and leverage them.
➤What are 5 major short- and long-range goals and objectives?
How are success and progress being measured? How is the com-
pany doing against these metrics? This deﬁnes the company’svision and underscores its grasp of the market. Do you think it
is geared for the long run and has the ﬁnancial muscle to accom-
plish its goals? Is the product/service really spectacular or justaverage? How can your experience help the company achieve its
goals?
➤From an overall effectiveness standpoint, what might improve
or enhance the company’s competitiveness? This tells you whether
the company knows its weaknesses; if it doesn’t, it is headed for
trouble. How do your strengths and interests play into this? Can
you really contribute?

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
Hand-to-Hand Combat ➤279
➤What are 2 or 3 characteristics that your company feels are
unique to your company? This tells you what kind of people
the company attracts. This is a trick question: if the company
hires no one but high-energy, motivated, positive people, it could
be headed for trouble. A company needs people whose opin-
ions conﬂict, especially on major issues like new markets orservices.
➤What are the 3 main functional tasks of this position? This tells
you about the core responsibilities of the position. You need to
make certain you have the authority to complete your mandate.
➤In what stage of the buying cycle is your product/service? This
tells you whether it’s an early adaptor product/service or if it is
seeing its sunset. Your ability to sell (if that’s what you do) in a
missionary role—to convert the nonbelievers—could be critical tothe success of this company. If you like to build new products and
play with state-of-the-art tools, a sunset ﬁrm will be dull and you’ll
soon be looking again.
➤What is your debt-to-equity ratio? If they are a public company,
this information is available in the annual report. Odd question,
you might think, but in reality any company with a debt-to-equityratio more than 3:1 could experience difﬁculty raising cash to
launch a new product, no matter how hot the market. The dot-
com bust proved that.
Like a good lawyer, you need to know the answers to these ques-
tions yourself. Your questions should lead the interviewer to focus on
those areas that demonstrate your strengths.

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
280➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
GUERRILLA MISSION
The Killer Question
Here’s how to leverage every interview you’re on and get 5 more
interviews. Ask this question during your interview:
“Ms. Smith, in my research I found the following competitors
[name up to 5]. Can you please tell me what they’re doing that
keeps your executive team up at night?”
Why do you ask this? You’re giving the interviewer the op-
portunity to brag ﬁrst and then confess her concerns so that you:
➤Can assess how you can best help them achieve their
goals.
➤You have the data points you need on their competitors to
immediately turn approach them for a job as soon as you’re
ﬁnished with that interview.
Very guerrilla shocked? Look at it this way. Maybe they’ll
hire you. Maybe they won’t. This is just a preliminary business
meeting with no guarantees on either side, but the interviewer is
deﬁnitely going to use everything you say to his or her advantage.
You should do the same. If they confess their concerns with acompetitor, why shouldn’t you use that to your advantage? Get on
the phone to the hiring managers at their competing ﬁrms and
tell them, “I just came back from an interview at ABC Companyand given what they told me about you and why you keep them
up at night …. I think I’d rather work for you. Can we have
coffee?”
șHOW TO ASK FOR THE JOB
The goal of every interview is to get an offer: an offer for the job or an
offer to interview more. Your goal in the ﬁrst interview is to be askedback. It is highly unlikely you’ll be hired in one interview although
I’ve had it happen. There are 2 closing questions—as we call them in
sales—that are appropriate for your ﬁrst interview:
1.Who will I meet in the second interview?

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
Hand-to-Hand Combat ➤281
2.When would you like to schedule our next meeting?
If you don’t think the interview went well, then you’ll want
to try this next question. It will surface their concerns and give
you an opportunity to deal with them; you just have to be brave
enough to let them ﬁnish talking before you answer:
3.Is there any reason you wouldn’t consider inviting me back for
a second interview?
Don’t interrupt and don’t argue. If they have misunderstood some-
thing you said, say “I see. What gave you that impression?” Again, letthem talk until you feel conﬁdent you can address their concerns.
When you book the second interview, ask the following 2 ques-
tions:
1.Are there any presentation materials I should bring?
2.Who, besides yourself, will make the ﬁnal hiring decision? WillI be meeting with them as well?
At the end of the ﬁnal interview, you want to ask:
➤What challenges would you have me tackle ﬁrst?
➤Is there anything preventing you from extending an offer to
me?
➤When would you like me to start?
Throughout the interview process, you must maintain your enthu-
siasm for the job. Your objective is to get the offer and then think about
whether you really want it. Many people mistakenly try to decide if
they want the job during the interview. Big mistake! This will distract
you during the interview, and your lack of focus will be apparent to
the interviewer. Focus only on getting the offer.
șCONCLUDING THE MEETING
When you’re just about ready to go, ask one last question: “Is thereanything else you think I should know about the company or this
position?” This signals that you’ve ﬁnished. If they like what they’veseen, they will say something to regain control. T ell them you’re inter-
ested in meeting the key people you’ll be working with if they think
there’s a good ﬁt. Now shut up.

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
282➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
Go home and write them a memorable thank-you note. Use In-
terviewbest.com to construct a PowerPoint capturing the information
you now recognize the hiring manager needs to know to hire you withconﬁdence.
șHOW TO HANDLE MONEY
There’s only one way to handle money; defer the conversation until
you know you want the job. Memorize the following line for when
you’re asked about salary expectations: “I like this company and I likethe opportunity, but it’s premature to discuss potential compensation
until we’ve mutually agreed there’s a good ﬁt both ways. Wouldn’t you
agree?”
That’s the only answer you need. It brands you as bright, con-
ﬁdent, and self-assured—exactly what they want. If they come backwith the old “We just want to make sure we’re in the range” line, you
must say, “I’m certain you’ll be fair.” That statement will stop them in
their tracks. It accomplishes 2 goals. In their mind, it signiﬁes moneyisn’t the most important issue—which every employer likes to know,
and it forces them to the bargaining table. You want them to get you
to the table. You’ll learn how to close the deal in Chapter 13.
GUERRILLA INTELLIGENCE
Soft Diligence
Steve Panyko
An essential phase of your job search is that time when you
establish a cultural ﬁt or shared values between the organization
and yourself. This is the logical next step after “hard diligence”
or the process of analyzing ﬁnancial statements, history, and
backgrounds on key players of the company.
As you go through your interview, you will seek to determine
how the management team views and relates to their customers,to their employees, and to their shareholders and board of di-rectors. These 3 directions of interaction are critical for you to
understand and for you to be culturally aligned with the organi-
zation.
T o determine the value placed on customers, you should ask
questions like:

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
Hand-to-Hand Combat ➤283
➤Who is your best customer, and why?
➤Who is your worst customer, and why?
➤How have your customers affected your product devel-
opment?
➤How many times do you visit your customers?
The answers you get should never disparage the customer,
should value the customers’ input in determining product re-
quirements, and should generally reﬂect a desire to meet with
the customer more often than the pressures of the job cur-rently allow. Responses outside that envelope are a red ﬂag
that the organization does not have good customer relation-
ships and may believe they can be successful despite the
customer.
Next explore the value placed on employees. First determine
stability by asking average length of service, time since the lastdownsizing, rate of growth, and turnover rates. Once you have
assessed stability, ask questions like:
➤How often do you hold all-hands meetings?
➤How are service anniversaries, critical accomplish-
ments, and holidays celebrated?
➤How do you encourage employees to participate in com-
munity projects?➤What emphasis is placed on training and staff develop-
ment?➤Other than for cause, what reasons have caused employ-
ees to leave the company?
It is important that the answers to these questions portray a
genuine caring for employees, the community they live in, and
their families. A healthy organization has a consistent track
record of growth and is obsessed with employee development.
The latter should be referenced to company policy and not be amatter of one manager’s attitude.
Finally, you need to assess the value the management team
and the organization place on their stakeholders (shareholders
(continued)

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
284➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
and the board of directors). Probe how frequently the board of
directors have toured the facility or seen product demos. De-termine whether the board or investors have helped develop
new business or champion new market opportunities. Look for
contentious attitudes toward either investors or the board of di-rectors. Ask questions like:
➤In this position, will I have an opportunity to meet the
board, and if so, what will they be interested in learning
about me as a part of the organization?
➤Does your sales and marketing organization view in-
vestors as a strategic partner in opening new markets?➤Has there been turnover on the board of directors, and
if so, why?
These questions should paint the picture of the management
team, staff, and investors all aligned to grow the business and
learn from the marketplace. They should proudly discuss strate-
gic relationships or distribution partnerships that have been
co-developed with investors or members of the board of direc-
tors. If your responses portray isolation from stakeholders, becautious about both the stability of the management team and
their openness to utilize outside resources to help develop and
grow the business.
Most people do a good job of assessing the “hard data” associ-
ated with the organization where they are seeking employment,and other parts of this book talk about how to use modern toolsto perform this hard diligence. Do not underestimate the im-
portance of “soft diligence.” You must be comfortable that your
values and attitudes toward customers, employees, and stake-holders are consistent with those of the managers and employ-
ees with whom you interview. If they are not, this often leads to
long-term dissatisfaction with your job. If they are aligned, theopportunity for you is very real.
Steve Panyko has been a senior executive at AT&T Bell Laboratories, Motorola,
Harris Corporation, and ITT. He has also been CEO of 4 private equity fundedcompanies that he helped establish, fund, and take through successful exits. NowSteve works out of the Colorado Springs ofﬁce of Perry-Martel International.www.linkedin.com/in/sfpanyko/.

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
Hand-to-Hand Combat ➤285
șSECOND AND THIRD INTERVIEWS
It is rare that anyone is hired on the ﬁrst interview. It happens, but
normally only at the most junior levels. Even presidents will want you
to meet their senior executive team before making an offer, no matter
how impressed they may be. No one wants to upset the delicate teamdynamics they have in place. Directors, of course, will have you meet
their vice president. The lower you are on the corporate hierarchy,
the more likely you’ll meet several people in the process.
You know that being invited back for second and third interviews
means that the company is interested in you and you’re interviewingwell. Make sure you continue to sell yourself just as you did in the
ﬁrst interview. Don’t assume the ﬁrst person who interviewed you has
passed on the details of that meeting.
Generally speaking, you need to ask everyone in the process the
questions you asked the ﬁrst interviewer. Plan your agenda so youknow what you want to cover in the interview. Work on improvingareas that may have been perceived as weak in the ﬁrst interview. An
employer’s decision-making process is less rational than you might
think. You want everyone you meet to like you. Once you’ve made itinto the “acceptable” category, getting the offer is a matter of ﬁt. Make
sure you get a business card from everyone you meet. Thank-you notes
need to go to each interviewer separately.
Tips for Other T ypes of Interviews
➤T elephone interviews: Phone interviews are used to screen can-
didates out—not in! The screener’s job is to decide whether youwarrant an in-person interview. Your job is to convince them youdo by sounding enthusiastic. Screeners don’t necessarily know
what the job entails and may not care by the time they get to you
on their list. It is your responsibility to tell them how your skillsand accomplishments ﬁt the requirements.
When someone calls you to do a telephone interview, make
sure you can actually take the call. If you can’t speak at the mo-ment, tell the caller and arrange for a time to return the call,
or ask for a minute to walk into a conference room and change
phones. Very few people will refuse you this time, and it couldmake the difference between receiving a so-so or a superstar rat-
ing. T ake a few minutes to get ready by reading your resume and
reviewing the company’s ad.
➤Board or group interviews: If you’re faced with a panel of in-
terviewers, the ﬁrst thing you want to do is to walk to the end of

P1: OTA/XYZ P2: ABC
c12 JWBT105-Levinson April 24, 2009 15:59 Printer Name: Courier Westford, Westford, MA
286➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
the table and shake each of their hands and ask each participant
for a business card. When you sit down, lay the cards out on the
table so that each card faces its owner. When you begin to answerquestions, you can address them by name. This will impress the
interviewers and build your conﬁdence.
When asked a question, look directly at the questioner when
answering. Don’t worry about the rest of the panel. If multiplepeople ask you questions at the same time, answer the ﬁrst one
completely before moving to the next. It is quite all right to askthe speaker to please repeat a question. Be genuine and relaxed,
especially if you sense they are trying to irritate you. They may
try to see how you react under pressure.

P1: OTA/XYZ P2: ABC
c13 JWBT105-Levinson April 24, 2009 16:2 Printer Name: Courier Westford, Westford, MA
13Chapter
Negotiating the Deal
How to Bargain with Conﬁdence
The worst thing you can possibly do in a deal is seem desperate to make it.
That makes the other guy smell blood, and then you’re dead. The best thing
you can do is deal from strength, and leverage is the biggest strength you
can have. Leverage is having something the other guy wants. Or better yet,needs. Or best of all, simply can’t do without.
—D
ONALD J. T RUMP,Trump: The Art of the Deal
Congratulations. You’ve been through all the interviews. You like the
organization and the job—it’s a good ﬁt. The organization likes you,
too, and offers you the position, so now what? How do you make sureyou get the best deal possible?
Guerrilla, you’ve been setting up the close from the ﬁrst moment
you walked into the employer’s ofﬁce. You looked sharp, acted smart,and came off as self-assured by not talking about compensation—a
real “A +Player.” Carry that same behavior into the negotiations. Can-
didates who net the best results approach the negotiation process witha blend of positive attitude and preparation.
The information in this chapter is important to your ﬁnancial
well-being, whether you are an individual contributor or a seniorexecutive. Some of the entitlements and strategies may not apply
to your current situation, but the strategies and tactics are valid forevery new hire. As you go through the chapter, think about how you
can apply these techniques.
287

P1: OTA/XYZ P2: ABC
c13 JWBT105-Levinson April 24, 2009 16:2 Printer Name: Courier Westford, Westford, MA
288➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
șPROJECT A WINNING ATTITUDE
Unlike many business deals that are short-lived and transactional
in nature, employment negotiations are relationship driven and can
last a lifetime. It may be acceptable to thump your ﬁst on the desk
to gain a concession buying a car because you’re not likely to seethe salesperson again; however, you’ll likely see the employer’s ne-
gotiator every morning at the water cooler. You may get a small spe-
cial consideration, but at what cost—being labeled a horse’s ass? The
uncompromising aloofness of a candidate who doesn’t give a damn
bespeaks such a wealth of self-conﬁdence that the client may ﬁgurethere’s something to it, but if you don’t deliver, you’ll be dispatched
with equal indifference.
In negotiations, ﬂashy, bold, or arrogant behavior is a detriment.
Approach the negotiations instead with detached enthusiasm coupledwith the ability to walk away. If any old offer is acceptable, you have
nothing to negotiate—but you must negotiate because you risk alien-ating the employer if you don’t. After all, it’s no fun for the ﬁsherman
when the ﬁsh jumps into the boat.
You don’t want to appear so excited that they offer you less
than top dollar. Conversely, don’t run them off by appearing indif-ferent. As a headhunter, I never worry about the brash, ego-driven
candidates—they’re easy to close—it’s the quiet ones I have to keep aneye on. Your leverage rests with your conﬁdence in your ability to do
the job. You don’t need to sell. The employer must sell you. But ﬁrst,
you need to understand what you’re buying.
șPREPARING FOR THE OFFER AND NEGOTIATIONS
Research equates to power. That’s absolutely the case now. Before you
receive an offer, you need to create a checklist of your needs and
expectations. Guerrilla, if you don’t plan like this, you may ﬁnd thatin the rush and excitement of accepting the position, you forgot or
missed important elements. Winning at this stage requires you to look
beyond salary and deal with the complete package.
șNEGOTIATE YOUR POWER BEFORE YOUR PAY
This may seem at ﬁrst a little backward. Doesn’t your title determine
your salary? Well, actually, no. It’s the depth of your responsibilities

P1: OTA/XYZ P2: ABC
c13 JWBT105-Levinson April 24, 2009 16:2 Printer Name: Courier Westford, Westford, MA
Negotiating the Deal ➤289
that determines how much an employer is willing to pay you. The
greater your level of responsibility, the richer your pay packet. There-
fore, it’s in your best interest to negotiate your duties and respon-sibilities before tackling compensation. You and the employer must
have the same understanding of your responsibilities and the speciﬁc
performance standards that gauge your success.
Performance standards must be observable and measurable; they
can’t be subjective or your performance becomes open to interpreta-tion, making your bonus subjective as well.
For example, a subjective clause in a contract might read, “In-
crease sales.” An objective statement would read, “Increase sales by15 percent in 12 months.” Only the second clause can be measured.
If during the interview process you agree to shoulder more respon-
sibility than the employer originally envisioned, document it at thetime, so that when you negotiate compensation, you can both makean apples-to-apples comparison. By supersizing the responsibilities
of the job (do you want fries with that?), you push compensation up-
ward. The easiest way to negotiate the salary you want is to increase
the responsibilities of the job. You must document the following:
➤Title
➤Reporting structure
➤Authority
➤Accountability
➤Number of direct staff
➤Speciﬁc performance standards
➤Committee responsibilities if any
Any increase in authority or responsibility that you can document
will amplify your compensation package. If the increase in respon-
sibility is not documented and the “job description” stays the same,
there’s no justiﬁcation to raise your salary. You and the employer need
to have the same view of the position’s scope before the offer is made.Your initial strategy is to increase the compensation package in light
of the increased responsibility. That way, the employer’s ﬁrst offer is
already inﬂated and probably closer to an acceptable level, requiring
only minimum negotiation.
Once you have the details of the job ﬁnalized, it’s up to the em-
ployer to come back to you with a reasonable offer. You have 2 choiceshere. You can either tell the employer exactly what it will take to close

P1: OTA/XYZ P2: ABC
c13 JWBT105-Levinson April 24, 2009 16:2 Printer Name: Courier Westford, Westford, MA
290➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
the deal or you can let him make an offer. After investing this much
time in interviewing and negotiating, most employers will come back
with a reasonable offer because they don’t want to repeat the processwith someone else. By the time it gets to this point, the employer
already has a pretty good idea of what the market is paying for this
position and what the company can afford. As a headhunter, my strat-egy is to aim for the absolute top dollar and settle a few bucks below.
It’s in your best interest to let employers think they’ve won. This
s h o w st h a ty o ua r eﬂ e x i b l e .
➤Establishing Your Bottom Line
Do you know what your bottom-line salary must be? “More” isn’t a
number. Most people have an idea of what they would “kinda liketo make,” but rarely do people know exactly what they need. Fewer
still know what they want prior to the offer. Failure to establish your
bottom line may place your current lifestyle at risk or at the very leastleave money on the table. It’s important to know those details but it’s
even more important not to tell the employer. Ideally, you want to
start negotiating well above your minimum amount and if all goeswell, never approach it. Guerrillas won’t wait until the last possible
moment; they’ll tally up the cost of their lifestyle well in advance of
the employer’s ﬁrst offer.
All employers think about salaries in ranges of high and low.
Many subscribe to salary surveys. You can ﬁnd out the inside skinnyon thousands of companies—free—by going to Glassdoor.com. Yourfuture employer’s industry association will likely have a salary survey,
too; pick up the phone and ask. If you can’t get access to it, then
do your own. Call their competitors. You’d be surprised how much
information you can get from a human resources department if you
tell them you are a researcher—which you are. Appendix 3 providesa detailed list for researching compensation requirements.
➤Negotiating Beneﬁts
Compensation is more than just your base salary, but employers will
be focused primarily on the base salary because it’s a ﬁxed cost and in
some cases, such as insurance, it determines the cost of other beneﬁts.
From your viewpoint, though, almost everything you don’t have to payfor directly is money in your pocket.
Maybe you noticed that I did not list a cell phone as a beneﬁt in
Appendix 3. Companies will try to tell you it’s a beneﬁt; in reality it’s

P1: OTA/XYZ P2: ABC
c13 JWBT105-Levinson April 24, 2009 16:2 Printer Name: Courier Westford, Westford, MA
Negotiating the Deal ➤291
an electronic dog collar. Many of the newer phones have geographic
information systems (GIS) positioning technology making it too easy
to track you down—via satellite—on your day off. Ask for a monthlyallowance instead.
➤Tuition Forgiveness
This is not the same as an education allowance. T uition forgiveness
deals with the money you already invested in your education. For
example, you may have ﬁnanced an advanced degree in nursing, andnow each month you have a student loan just as you might have a
loan for a car or house. If you’re in a “hot area” like IT security or
nuclear medicine, you may be able to get the employer to assumeyour education mortgage.
Now’s the time to stop reading and turn to Appendix 3, if you
haven’t already. T ake a hard look for any items you currently paythat you could switch over and have the employer cover. Insurance
programs can be very costly and you pay for them with after-tax
dollars—double ouch. The employer will gladly provide extra beneﬁtsif he thinks that you will accept a lower salary. Let him reason that
way for now.
Remember, beneﬁts are great, but they’re not spendable dollars.
You maximize your cash ﬂow by having the employer pay for yourbeneﬁts. Always maximize the employer’s portion of the coverage
because you’re not taxed on beneﬁts. Well, okay—in Canada beneﬁts
may be taxed; but in the United States, you’re taxed on your gross
salary, not your total package including beneﬁts. Frequent ﬂyer milesare the only exception; if the company gives them to you and you use
them, the IRS will tax you.

P1: OTA/XYZ P2: ABC
c13 JWBT105-Levinson April 24, 2009 16:2 Printer Name: Courier Westford, Westford, MA
292➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
GUERRILLA MISSION
Look at the list in Appendix 3, determine what you have now, and
how much each item costs. What beneﬁts can you reasonably
expect the employer to pay for? What would you like them topay for? Make a list now so you know what you’re going to be
negotiating for and the monetary value of each item.
Using a checklist ensures you won’t have regrets later. It also
demonstrates your business savvy. Be alert, employers may tryto trick you by focusing on your “total compensation” instead
of your salary. Instead of focusing on the $40,000 salary, the
employer will try to sell you on the $52,000 package (base +
beneﬁts). In most employee/employer negotiation schemes, it’sto the employer’s advantage to load up the beneﬁts componentto lower base salary. Of course, guerrilla, you’ll be prepared to
counteract this. You want the highest possible salary and great
beneﬁts, too.
șYOUR STRATEGY
T ake the lead. Do not make the mistake of letting the employer deﬁnethe issues for you. You must negotiate salary last. Why? Simple, the
employer will be focused on the big number—your salary—to the ex-
clusion of all else. We want to nibble—just a little—and then a littlemore. T alking about the little items ﬁrst will earn you a string of rapid
concessions on items like insurance, professional fees, and vacation.
If the employer wants to be the hero on the salary front, who are youto deny them? A true winner gives wins away, so let them feel like
they’re winning. For the time being, focus on increasing the value of
your beneﬁts by 50 to 100 percent. It’s still money for you and there’sno ego involved in their giving away beneﬁts.
GUERRILLA TIP
If you are relocating and you already own a home, make sure you
don’t get stuck with two. Have a clause put in the employment
agreement that states in effect that you’ll endeavor to sell yourhouse but if after 2 months the house is not sold at fair market
value, the company is responsible for buying the former home
outright or paying your mortgage until such time as the house issold. This is one of those beneﬁts you want to think about from

P1: OTA/XYZ P2: ABC
c13 JWBT105-Levinson April 24, 2009 16:2 Printer Name: Courier Westford, Westford, MA
Negotiating the Deal ➤293
the outset but only table as an “afterthought” just as you’re reach-
ing to sign the employment agreement. Essentially, you need to
have all the other points of the agreement in writing before youtry this. Don’t worry, you’re not going to shock the employer;
they were just holding their breath hoping you wouldn’t bring it
up. Shame on you if they succeed.
On several occasions, I’ve needed to go above and beyond
even this. I have gone so far as to negotiate the moving of a di-rector’s wine collection from France. In another case, we boughta manager a home and moved his daughter’s horse.
Nothing, it seems, is beyond reason as long as the employer is
convinced the company needs you. Remember, though, parity isimportant in an organization and some of the things you request
may be denied because they would shake up the organization’s
existing compensation ranges and structures. If this is the case,don’t push further—the organization isn’t likely to budge and
you will lose.
șTHE PSYCHOLOGY OF THE DEAL
After several go-rounds on beneﬁts, you’ll likely be close to settling
in to negotiate salary. When you think that time has come, you may
want to raise the following issues as much for the opportunity to
secure them as to give them away:
➤Signing bonus
➤Severance
➤Earlier-than-scheduled compensation review
➤Guaranteed minimum ﬁrst-year bonus
How you deal in the ﬁnal negotiations will be a telltale sign for
the employer on how well you will negotiate for the company. This isespecially important if you are seeking a purchasing, marketing, or
sales position. You don’t want to cave, but you do want to be seen as
being logical in your rationale and considerate of their position.
Throughout the negotiations, you may hear comments or ques-
tions like the following and you need to be prepared to deal with themin a logical and matter-of-fact style:
➤If we make you this offer, will you accept it right now?
➤What will it take for you to accept the offer?

P1: OTA/XYZ P2: ABC
c13 JWBT105-Levinson April 24, 2009 16:2 Printer Name: Courier Westford, Westford, MA
294➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
➤What other way can we structure this deal so that it would be
acceptable?
➤What do you think is fair-market compensation for someone
like you in this city?➤How low can you go on each dimension of the compensation
package?
My advice is to remain cool and stick to your agenda. An em-
ployer who is asking you these questions is trying to close you. The
“psychology of the deal” dictates that you never accept an offer on the
spot. If you say yes immediately, it weakens your position now and in
the future. Always ask for a day to think about it even if you’re ready
to sign. You may want to use phrases like:
➤I’m very interested in joining your team, and I’d like the night
to think it over. Is that okay with you?
➤I’m very interested in joining your team, and I’d like the
night to discuss the details with my spouse. Do you mind? (This
is especially relevant if it requires relocation.)
Your uncommon courtesy will buy you the night—or longer—to
mull over the details and ensure you haven’t missed anything.
șBREAKING AN IMPASSE
When negotiations come to an impasse, and they always do, it’s your
responsibility to continue driving the deal. Be prepared to ask ques-tions and keep the negotiations alive and moving forward. Asking the
following demonstrates your sincere interest in coming to an agree-
able offer:
➤What ﬂexibility do you have on: salary, signing bonus, annual
bonus, or anything else?
➤How about considering other dimensions of the package, be-
yond annual salary and job title? For example, signing bonus,
annual bonus, vacation, retirement plan, and equity.
➤What other differently structured compensation packages can
you offer?

P1: OTA/XYZ P2: ABC
c13 JWBT105-Levinson April 24, 2009 16:2 Printer Name: Courier Westford, Westford, MA
Negotiating the Deal ➤295
șNAVIGATING THE GAUNTLET
Most people are reluctant to negotiate because they either feel greedy
or have a hard time asserting themselves. Yet, these same people are
quite effective when acting on behalf of their company. Guerrilla, if
this describes you, it is okay. Your remedy is at hand—do it for yourfamily. Think what a difference an extra $5,$10, or $20,000 could
make in little Timmy’s life. By negotiating for those you care aboutmost, you’ll negotiate a better deal. It’s never just about you.
șBODY LANGUAGE
You need to be conscious of your body language. Be aware of the mes-sages you are sending. There are times when the negotiation can be a
real grind. Don’t get rattled. Don’t let them see you sweat. T elegraph
what you want the employer to see. If you are smiling and your palmsare face up on the table, those are signs that you are open and recep-
tive to what they are saying. If, instead, your eyebrows are furled and
your ﬁsts are clenched, I have a pretty good idea what you’re think-ing. Drink lots of water. No coffee or alcohol. T ake frequent bathroom
breaks if you need to compose yourself.
șASK FOR A LITTLE—GET A LOT
If you are negotiating an hourly wage, remember that every dollar perhour represents $2,080 per year. Most employers like to talk salary.
For salaries less than $50,000, focus the employer on the dollar per
hour amount. Simplify and minimize the concession you need. For
example, it’s easier to get an employer to agree to an increase from$20 to $24 per hour than to get them to agree to a $48,000 salary when
they budgeted $40,000. Which do you think is more palatable for the
employer? Asking for $4 more per hour is nothing— $8,000 causes
unnecessary headaches but it’s still $8,000.
You may also run into one of the following scenarios and
need to decide in advance your course of action (I have a fewsuggestions):
➤The employer acts like they’re doing you a favor.
➤They appear cordial until you dig your heels in.
➤Someone besides your future boss is doing the negotiations.

P1: OTA/XYZ P2: ABC
c13 JWBT105-Levinson April 24, 2009 16:2 Printer Name: Courier Westford, Westford, MA
296➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
The employer wants to strike the best deal possible. All kinds of
games may get played. Disarming the employer can be as easy as
turning your hands palm-up on the table and saying to them, “Youlook a little tense, is everything all right?” That phrase will force even
the most hardened negotiator to lighten up. Try it.
șNEGOTIATE WITH THE FINAL DECISION MAKER
Before you start, make sure you understand whom you’re negotiat-ing with. Some employers use the timeshare-vacation approach. They
send in the human resources manager or some junior functionaryto have the preliminary discussion and isolate your hot buttons.
After several hours of discussion, they suddenly need management
approval. You don’t want to discover at the last minute that yourhard-fought concessions were all for naught and you’re facing a new
negotiator.
If the offer has come through a headhunter, you need to under-
stand the recruiter’s role in the negotiation. T ypically, it’s in his best
interest to get you as much money as possible because his compen-sation is tied to yours. You’d be wise to gauge your recruiter’s skill
at negotiating before turning your life over. Many recruiters lack the
depth of knowledge and breadth of skills necessary to negotiate a com-plete package. In some cases, he or she is more interested in closing
the deal as quickly as possible. If this happens, the smart guerrilla
remains ﬁrmly in the driver’s seat.
Use your recruiter as a sounding board and a platform to launch
trial balloons. If the employer gets agitated, it’ll be with the recruiter,not you. If something goes wrong, just deny—deny—deny. The em-ployer may step in to ﬁnish the negotiations and the recruiter will
still get paid—it’s all part of the game.
șCLOSING THE OFFER
Get it in writing. Keep notes during the negotiations explaining whatwas agreed on. Date stamp your notes. When the ﬁnal draft is com-
pleted, read it closely to make certain that the ﬁnal offer reﬂects what
you’ve agreed. If years down the road you notice a discrepancy, you
won’t be able to correct it. You get one shot at doing this right.
When the ﬁnal deal is done, pay a lawyer to review the terminol-
ogy of the contract or letter of employment for unforeseen pitfalls(e.g., noncompetition clauses that would force you to move to Alaska

P1: OTA/XYZ P2: ABC
c13 JWBT105-Levinson April 24, 2009 16:2 Printer Name: Courier Westford, Westford, MA
Negotiating the Deal ➤297
if you wanted to pursue your profession with another employer in the
future). Employ the lawyer to read the terms and conditions for ambi-
guity only, not to renegotiate or add to the contract. Most lawyers aredeal breakers not deal makers, and you don’t want to kill your deal.
Finally, don’t talk yourself out of a deal—know when to shut up.
Once it’s done, it’s done. Move on quickly to another subject. I need toemphasize the importance of talking about anything but the deal once
it’s done. T alk about the weather or the “big game.” Avoid anything
that sensitive people can dispute.
GUERRILLA INTELLIGENCE
The Good, the Bad, and the Great!
Cindy Kraft
Jack and I started working together during the wind down of his
CFO duties post-merger. Like many senior-level ﬁnance execu-
tives, he held a number of positions over the past 7 years andhis positioning, through no fault of his own, was one of a job
hopper. Added to his angst was the fact that his salary had taken
numerous dives through the various moves.
Jack had set some high goals in anticipation of accepting a
new position, including compensation, corporate culture, andrelocating to a speciﬁc geographic area. He was resolute in hisdetermination to make a right move rather than anymove.
Jack built 2 foundational documents that served as the driv-
ing mechanisms in deciding whether or not to take the positionshe was offered. The ﬁrst document was value-driven. He iden-
tiﬁed his top 8 values and analyzed each position offered (in-
cluding compensation and culture) against those values. Thesecond document was a list prioritized around “must haves,”
“wants,” and “frankly, don’t care abouts” in his next role. This
was his road map for entering into serious negotiations to getwhat he wanted.
The “must haves” list contained items he was unwilling to
negotiate—they were the items that would “make or break” the
deal; the “wants” list contained items he would be willing to ne-
gotiate in order to get a “must have”; and his “don’t care abouts”were his ace in the hole. He put these items on the bargaining
(continued)

P1: OTA/XYZ P2: ABC
c13 JWBT105-Levinson April 24, 2009 16:2 Printer Name: Courier Westford, Westford, MA
298➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
table and then magnanimously threw them out as he continued
to negotiate in the things on his “must have” list.
Through the course of our 9-month journey, Jack received
numerous offers that he turned down because they did not meethis requirements and/or his values. The decision to say no tookgreat courage on his part as he remained ﬁrm in his desire to
make the right move, not a move …despite the search taking
longer than he anticipated.
With a clear and compelling value proposition, great pa-
tience, and hard work, Jack did indeed get his “right” job. He was
able to relocate to his desired geographic location with the com-
pany paying his relocation costs as well as buying his house
in this stalled housing market; ask for and receive the salaryhe desired, which was well above the salary from his previous
position; and also obtain every one of his “must have” perks.
A compelling value proposition and the conﬁdence to
clearly articulating his value to prospects enabled Jack to power-fully negotiate his desired compensation …and get everything
he wanted. Sweet!
Cindy Kraft, The CFO–Coach, www.cfo-coach.com, www.linkedin.com/in/
cindykraft/.
șHOW TO KILL YOUR DEAL
It goes without saying that I respect your judgment—you bought this
book—but I need to caution you not to overdo it. It’s easy to get caught
in the euphoria of “doing the deal” when you do this type of negotia-
tion only occasionally.
Guidelines for Successful Negotiation
➤Don’t immediately agree to the offer. You’ll brand yourself as
“light.”
➤Don’t give ultimatums. If you adopt a take-it-or-leave-it atti-
tude, they’ll leave it.➤Don’t be negative. Seek win-win resolutions instead; it’ll dis-
arm your opponent.

P1: OTA/XYZ P2: ABC
c13 JWBT105-Levinson April 24, 2009 16:2 Printer Name: Courier Westford, Westford, MA
Negotiating the Deal ➤299
➤Don’t try to renegotiate a point that’s already been agreed
to. Trying to reopen a discussion once it is closed brands you as
immature and may jeopardize the entire deal.
➤Don’t let the employer renegotiate anything unless you get a
major concession.➤Don’t discount the help. Let recruiters do their jobs. I once had
a candidate who insisted on negotiating directly with the CEO
instead of through me. The client and I wanted this guy badly
and he knew it, but he never once asked about compensation. In
the end, the candidate left $40,000 in base salary and $200,000 in
options on the table, and that was just the initial package I’d been
authorized to negotiate. The options alone turned out to be worth
$1.6 million.
șHOW TO MAXIMIZE YOUR DEAL
Here are some rules you should remember:
➤Focus on the package, not the salary. Several years ago I re-
cruited a general manager for a technology client. Our ideal can-didate turned out to be unaffordable. His base salary was $60,000
above our top end. I convinced the candidate of the true poten-
tial of the technology. He took a cut in base pay in exchange
for 250,000 options. It was a heck of a sales job because the op-
tions were underwater. Over a 4-year period, he drove the valueof the company’s stock to $72 from $2.50, netting himself a cool
$16.8 million.
➤Only let them check your references after you’ve accepted the
offer. Never invest your reference’s time for an offer you don’t
accept. You look foolish and the reference is less likely to help
you the next time. Some people think it enhances their value,
but that’s rarely the case. Any employer who’s read my book-
let “Don’t Hire a Liar” will know how to cut through the smokeand mirrors and get at the truth [FREE at perrymartel.com]. You
have more to lose because they may ﬁnd areas where you’re
not as strong as they thought, in which case they might lowerthe offer.
➤Measure your value against your true peers. It never ceases
to amaze me the number of people who undervalue their jobs.
When you’re conducting your salary survey, make sure you know

P1: OTA/XYZ P2: ABC
c13 JWBT105-Levinson April 24, 2009 16:2 Printer Name: Courier Westford, Westford, MA
300➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
what the comparative person is really responsible for. Titles by
themselves are pretty meaningless. You may be a senior engi-
neer responsible for 10 to 12 people while a similarly titledperson is responsible only for herself. Should you be paid the
same amount of money? Of course not. Make sure you appraise
yourself fairly.
șURBAN MYTHS
You will get a lower salary if a professional recruiter (headhunter)
is involved. Wrong. In fact the opposite is more likely. Hiring man-
agers have 2 distinct pots of money. Your wage is treated as a salary
expense. The recruiter’s fee comes out of a hiring budget. The two are
completely separate.
The recruiter will receive a percentage of your salary for the ﬁrst
year. Wrong. If you are placed in a permanent position, the recruiteris paid whatever fee was agreed on with the employer up front. It doesnot come out of your check. As previously stated, it comes out of a
different budget. You lose nothing.
GUERRILLA TIPS
➤Expect to compromise. There are rarely absolutes; nego-
tiating is a give-and-take on both sides. Seek win-win resolu-tions.
➤Explore constraints and ﬂexibilities. Seek to understand
the employer’s constraints, such as salary levels or equity po-
sitions for certain positions. Likewise, know your own con-
straints and ﬂexibilities.
➤Listen more than you speak. Listening is different from
hearing. Seek to understand, not to be understood. Under-
stand what is being said and why it is being said.
➤Be sensible. You are looking for a relationship that ought
to be equally beneﬁcial. Recognize their constraints and re-
quests, as you expect them to recognize yours.
➤Offer solutions. It is your responsibility to offer solutions
that can be the basis for negotiations. You know what you
want. Don’t make them guess continuously.

P1: OTA/XYZ P2: ABC
c13 JWBT105-Levinson April 24, 2009 16:2 Printer Name: Courier Westford, Westford, MA
Negotiating the Deal ➤301
șSUMMARY
You’d be surprised at the lengths to which some employers will go
once they believe they have found their ideal candidate. It is absolutely
essential to have the employer recognize your value before you begin
to negotiate. If an employer understands your value and is convincedyou can do the job, then the question becomes, “How much it will take
to get you?” Deal from a position of strength and you might just hear
Donald Trump say, “You’re Hired!”

P1: OTA/XYZ P2: ABC
c13 JWBT105-Levinson April 24, 2009 16:2 Printer Name: Courier Westford, Westford, MA

P1: OTA/XYZ P2: ABC
c14 JWBT105-Levinson April 23, 2009 10:38 Printer Name: Courier Westford, Westford, MA
14Chapter
Ready Aye Ready
Our deepest fear is not that we are inadequate. Our deepest fear is that
we are powerful beyond measure. It is our light, not our darkness, thatmost frightens us. We ask ourselves, who am I to be brilliant, gorgeous,
talented and fabulous? Actually, who are you not to be? You are a child of
God. Your playing small doesn’t serve the world. We were born to makemanifest the glory of God that is within us. It’s not just in some of us; it’s
in everyone. And as we let our own light shine, we unconsciously give other
people permission to do the same. As we are liberated from our own fear,our presence automatically liberates others.
—M
ARIANNE WILLIAMSON
You are on the frontlines of a war—the war for talent. The ﬁrst 100
days at your new posting will determine your success. Hold nothing
back. Give your new employer all of you. Then …keep a watchful eye
on your horizon.
Success in the global economy requires speed, innovation, and,
most importantly people—bold, passionate, unique individuals who
bring the right skills and attitude to a situation at the right time.
People like you.
Praill and Zander landed 18 interviews, got 11 call backs, and
received 7 job offers from choice companies …NEVER HA VING READ
A NEWSPAPER, SURFED A JOB BOARD, GONE TO A NETWORKING
EVENT, OR SPENT A PENNY ON CAREER COUNSELORS …and the
offers just keep on coming! Once you set yourself up to be found on
the Web, opportunities will come to you.
T oday, Allan and Darryl have both been headhunted a num-
ber of times. As true guerrillas they understand better than anyonehow to position and market their skills, to search the world, cold-
call prospects, get their attention, raise their proposition above the
303

P1: OTA/XYZ P2: ABC
c14 JWBT105-Levinson April 23, 2009 10:38 Printer Name: Courier Westford, Westford, MA
304➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0
background noise, and to keep at it tenaciously for however long it
takes—be it weeks or months—and be intelligent enough to present
their skill set in creative new lights until the persuasion works.
Keep Jay and I informed—E-mail your guerrilla stories to me
at dperry@perrymartel.com and let me know if we can share yoursuccess with other guerrillas.
Remember, in a dog-eat-dog economy the guerrilla is king!

P1: OTA/XYZ P2: ABC
bonu JWBT105-Levinson March 23, 2009 19:47 Printer Name: Courier Westford, Westford, MA
Bonuses
Free Resources only for Readers of this Book (Over $250
V a l u e )…
T o help you get hired even faster using this book, there is a
collection of
FREE JOB-SEARCH RESOURCES
waiting for you at
www.GM4JH.com
Visit today to claim your Free Gifts:
➤FREE Audio Seminar with the Author—Instant down-
load!
➤FREE e-mail Course: “30 Days to Your Next Job”—Enroll
today!➤FREE Video Training with the Author—Watch the latest
Guerrilla Job Search success stories!
…p l u s m o r e r esources too new to mention in this book.
Visit today.
www.GM4JH.com
Secret code: 613-236-6995
305

P1: OTA/XYZ P2: ABC
bonu JWBT105-Levinson March 23, 2009 19:47 Printer Name: Courier Westford, Westford, MA

P1: OTA/XYZ P2: ABC
appA JWBT105-Levinson April 23, 2009 10:44 Printer Name: Courier Westford, Westford, MA
Appendix 1
Call Logs
307

P1: OTA/XYZ P2: ABC
appA JWBT105-Levinson April 23, 2009 10:44 Printer Name: Courier Westford, Westford, MA
308➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0

P1: OTA/XYZ P2: ABC
appA JWBT105-Levinson April 23, 2009 10:44 Printer Name: Courier Westford, Westford, MA
Appendix 1 ➤309

P1: OTA/XYZ P2: ABC
appA JWBT105-Levinson April 23, 2009 10:44 Printer Name: Courier Westford, Westford, MA

P1: OTA/XYZ P2: ABC
appB JWBT105-Levinson April 23, 2009 10:46 Printer Name: Courier Westford, Westford, MA
Appendix 2
eXtremeTMMakeover Resume Samples
Logos provided by T emplatemonster.com.
311

P1: OTA/XYZ P2: ABC
appB JWBT105-Levinson April 23, 2009 10:46 Printer Name: Courier Westford, Westford, MA
312➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0

P1: OTA/XYZ P2: ABC
appB JWBT105-Levinson April 23, 2009 10:46 Printer Name: Courier Westford, Westford, MA
Appendix 2 ➤313

P1: OTA/XYZ P2: ABC
appB JWBT105-Levinson April 23, 2009 10:46 Printer Name: Courier Westford, Westford, MA
314➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0

P1: OTA/XYZ P2: ABC
appB JWBT105-Levinson April 23, 2009 10:46 Printer Name: Courier Westford, Westford, MA
Appendix 2 ➤315

P1: OTA/XYZ P2: ABC
appB JWBT105-Levinson April 23, 2009 10:46 Printer Name: Courier Westford, Westford, MA
316➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0

P1: OTA/XYZ P2: ABC
appB JWBT105-Levinson April 23, 2009 10:46 Printer Name: Courier Westford, Westford, MA
Appendix 2 ➤317

P1: OTA/XYZ P2: ABC
appB JWBT105-Levinson April 23, 2009 10:46 Printer Name: Courier Westford, Westford, MA
318➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0

P1: OTA/XYZ P2: ABC
appC JWBT105-Levinson April 23, 2009 10:57 Printer Name: Courier Westford, Westford, MA
Appendix 3
Compensation Checklist
319

P1: OTA/XYZ P2: ABC
appC JWBT105-Levinson April 23, 2009 10:57 Printer Name: Courier Westford, Westford, MA
320➤GUERRILLA MARKETING FOR JOB HUNTERS 2.0

P1: OTA/XYZ P2: ABC
appC JWBT105-Levinson April 23, 2009 10:57 Printer Name: Courier Westford, Westford, MA
Appendix 3 ➤321

P1: OTA/XYZ P2: ABC
appC JWBT105-Levinson April 23, 2009 10:57 Printer Name: Courier Westford, Westford, MA

P1: OTA/XYZ P2: ABC
Atau JWBT105-Levinson April 28, 2009 11:0 Printer Name: Courier Westford, Westford, MA
About the Authors
Jay Conrad Levinson is the author or coauthor of the more than
32 books in the biggest series of books on marketing in history. His
books appear in 60 languages and are required reading in many MBA
programs worldwide.
Jay taught guerrilla marketing for 10 years at the extension divi-
sion of the University of California in Berkeley. He was a practitionerof guerrilla marketing in the United States—as senior vice-president
at J. Walter Thompson, and in Europe, as creative director at LeoBurnett Advertising.
He has written monthly columns for Entrepreneur andInc., as y n –
dicated column for newspapers and magazines and online columnspublished monthly on the Microsoft and GTE web sites.
Jay has served on the Microsoft Small Business Council and the
3Com Small Business Advisory Board. In addition to books, he hasproduced a videotape, an award-winning CD-ROM, a newsletter, and
has started a consulting organization and web site.
David E. Perry is a veteran of more than 996 executive search projects,
with a 99.8 percent success rate. Called the “Rogue Recruiter” by the
Wall Street Journal, he is a student of leadership and its effect on orga-
nizations, ranging from private equity ventures to global technology
corporations.
David is frequently quoted on trends and issues regarding ex-
ecutive search, recruiting, and HR in leading business publicationsincluding the Wall Street Journal, theNew York Times, Globe and Mail,
CIO, Fortune, IT World, Canadian Business, EETimes, HR T oday, and
appears regularly as an executive search and labor market analyst forCBC News World.
David is the author of Guerrilla Marketing for Job Hunters: 400
Unconventional Tips, Tricks, and T actics to Land Your Dream Job
323

P1: OTA/XYZ P2: ABC
Atau JWBT105-Levinson April 28, 2009 11:0 Printer Name: Courier Westford, Westford, MA
324➤ABOUT THE AUTHORS
(Hoboken, NJ: Wiley, 2005) and Career Guide for the High-T ech Pro-
fessional: Where the Jobs Are and How to Land Them (Franklin Lakes,
NJ: Career Press, 2004).
As an advisory board member and HR Policy Advisor of the Cana-
dian Advanced T echnology Alliance (CATA), David has developed an
extensive knowledge of leadership, innovation, and technology. Thisever-evolving expertise keeps him at the pulse of most innovative and
successful leaders. David is immediate past Chair of the Canadian
T echnology Human Resources Board and was on the board of theSoftware Human Resource Council.
Keynotes and conference presentations have included CeBIT, Per-
formance Institute in Washington, DC, CATAAlliance Conference,Canadian Academy of Engineering, Canadian Information Process-
ing Society, Canadian On-Line Information Summit, and the 2009
Innovation Summit.
David graduated from McGill University in 1982 with a BA in
Economics and Industrial Relations. As a Commissioned Ofﬁcer, hegraduated ﬁrst in his class and was awarded the Sword of Honor. He
has been recognized as one of the “T op 40 Under 40” Entrepreneurs.
He lives in Ottawa with his wife and business partner, Anita Martel,and their 4 children. He recruits globally.

P1: OTA/XYZ P2: ABC
bind JWBT105-Levinson April 23, 2009 11:4 Printer Name: Courier Westford, Westford, MA
Index
Aberdeen Group, 82
About.com, 72Accomplishments, 21–25, 104–107Action-oriented skills, 45Advertising, targeted, 140–142Afﬁrmations, positive, 33Alba, Jason, 192–193Alexa.com, 140Alltheweb.com, 65Alta Vista, 65Alumni, 119, 198
American Society of Association
Executives, 48
America Online, 196
America’s Career InfoNet (acinet.org),
74–78
Analytical skills, 269Anderson, Chris, 143Annual reports, 51Anything Goes! (King), 8
Assertiveness, 269Assessments, psychological, 166Associate reference, 211Associations, industry, 48, 87Attachments, e-mail, 220Attitude, 15–42, 119, 288Audition, 230
Bargaining process, 287–301
BarOn EQ-I assessment, 10, 166Behavior-based interview (BBI)
questions, 267
Benchmark candidate, 173Beneﬁts, 290–292Bigbook.com, 83Bizjournals.com, 55Bizjournalsdirectory.com, 55Blawgsearch.com, 153Blinkx.com, 154Blogger.com, 137Blogs, 26, 27, 133–134, 136–138, 153–154Blogspot.com, 150Bly, Robert W., 228–229Board of directors, 284Body language, 274, 295Booklets, 222–223
Brazen Careerist (Trunk), 200
Bridges, William, 8
Broadlook T echnologies, 170Brochures, 228Budget, research, 74–84Building Organizations That Leap T all
Buildings in a Single Bound(Wiens), 46
Business.com, 83Business intelligence, 255Business Week, 79
Call logs, 309–311Can-do attitude, 28–29Careerbuilder.com, 54, 58Career counselors, 35Career driver section (resume), 115Career Guide for the High T ech
Professional (Perry), 16, 193
Career Quest, 227Carpe, Dave, 90Case studies, 225Catalist, 153CDs, 146
325

P1: OTA/XYZ P2: ABC
bind JWBT105-Levinson April 23, 2009 11:4 Printer Name: Courier Westford, Westford, MA
326➤INDEX
Ceoexpress.com, 78
Cfo-coach.com, 298Chain letters, 221Chamber of Commerce, 87Charts, 116Claiming Your Place at the Fire (Leider),
35
Classiﬁed ads, 227–228Classmates.com, 119, 197–198Clayton, Peter, 142–145Clipit.com, 154CNBC.com, 80Cold calling. SeeWarm calling
CollegeRecruiter.com, 58, 59Communication skills, 5, 45, 262,
268–269
Companies, target, 178
Company research, 78–80
Compatibility, cultural, 46, 282Compensation, 282, 289–290, 321–323Competencies, technical, 255Competitive analysis, 226Competitive intelligence, 80–81, 182Competitors, 48Conferences, 87–88Consultant letters, 228–229Contacts, industry, 120Content sharing, 154Contingency recruiting, 170–171Contract placement recruiters, 162–163Conventions, 87–88Corporateinformation.com, 79Corporate recruiters, 256–257Cover letters, 18, 121–128, 250–251Covey, Stephen, 35Credibility, 145–147, 206CrunchWireless.com, 27Cultural compatibility, 46, 282Curiosity, 210–212Customers, 282–283
Dating, 29–31
Dejobbing, 8
Del.icio.us, 27, 154Dependency, 37Diagnostic questions, 206–207Digg.com, 27, 154Digital aids, 129–155Digital Librarian, 83Diorio, Donato, 167–170Discussion groups, online, 134Domain expertise, 120Donlin, Kevin, 194“Don’t Hire a Liar, ” 222–223Doyle, Alison, 70–72Dress, 270–271Drive2 Inc., 210Dun & Bradstreet, 79Duncan, Steve, 100Durbin, James, 133–134
Edgaronline.com, 48, 79
Editor, 146Education section (resume), 110–111Elance.com, 149, 229Electronic Recruiters Exchange, 174Elyion.com, 124E-mail marketing, 219–221
Emotional intelligence, 9–11, 166,
255
Employers:
goals, 258
skills they buy, 44–46
Employment history, 107–110Encyclopedia of Business Letters, Fax
Memos and E-Mail (Bly), 229
E-networking, 187Everyzing.com, 154EVoice, 66ExecuNet.com, 160, 198Executive assistant, 272Executives, senior, 254Executive search ﬁrms, 159–160Experience section (resume), 107–110Expert, industry, 215–216Expertise, domain, 120Extreme guerilla resumes, 100–102,
112–116, 313–320
Facebook, 26, 27, 71, 132, 151
job widgets, 57targeted advertising, 140–142
Failure, 35–38
Finance.yahoo.com, 80
Financialweb.com, 79Firefox, 67Firings/layoffs, 270Fit, assessing, 81–82Five Minutes with VITO (Mattson), 5
Forbes 500 Largest Private Companies,
79
Force multiplier effect, 235–252

P1: OTA/XYZ P2: ABC
bind JWBT105-Levinson April 23, 2009 11:4 Printer Name: Courier Westford, Westford, MA
Index ➤327
FordyceLetter.com, 174
Forrester Research, 82Forsyth, Stephen, 195Fortune 500, 80Forums, industry, 134, 174Foster, Matt, 217Foxbusiness.com, 80Franzen, Willy, 140–142Franzoni, Lauryn, 224Freese, Thomas, 204–205, 213
Gartner Group, 82
Generalship (Weddle), 3
Givertz, Amitai, 66–68Glassdoor.com, 290Gm4jh.com, 112, 114, 116Goals, 35, 258
Godaddy.com, 135
Google, 49
alerts, 65blog search, 137–138, 153docs, 65ﬁnding hiring managers, 84–85groups, 134, 153job boards, 56job hunter’s dashboard, 66–68local.google.com, 64–65news, 65using to ﬁnd leads, 185–186web-based feed reader, 27
Got Corporation, 236Grabber statement, 114–115Graduates, recent, 98, 107, 108–109GrandCentral.com, 66Graphics, 116Graymetalbox.com, 80GTE Superpages, 83Guarantees, 167Guidestar.com, 250Guru.com, 149, 229Gutmacher, Glenn, 149–155
Halbert, Gary, 250–251
Halo effect, 18, 113Haluska, Mark J., 40–42, 88–89, 127–128,
193–194
Hdnetﬁghts.com, 139Headhunters, 48, 160–162, 296Hellotxt.com, 154–155HelpaReporter.com, 147Herd theory, 212Herring.com, 48Hidden job market, 47–51, 52–54Hiring managers, 83–84, 131–142,
254–255
Hobbies, 112Hoovers.com, 48, 79HotJobs.com, 58Houle, Daniel, 204, 213Hound.com, 57Howlett, Dave, 29–31Human resources department, 213,
223–224, 255–256
Humbert, Bill, 225–226
IceRocket.com, 153
IDG, 83ifreelance.com, 149
iGoogle, 67
Impasse breaking, 294Indeed.com, 57Indirect approach, 129–130Industry research, 74–78Information sources, 51–54Instigators, 210Insurance, 291Integrity, 269Interbiz.com, 56Interests, 112Internet, 48–50Internet public library, 83Interviewbest.com, 282Interviews:
asking for in cover letter, 125–126behavior-based interview (BBI)
questions, 267
closing questions, 280–281follow-up, 222getting face-to-face, 253–286how to answer questions, 266–270other types of, 285–286rehearsing for, 263–264second and third, 285
stages of, 275–277
taking charge of, 277–280
Inventure Group, 35iT unes, 27
JibberJobber.com, 64, 193
JigSaw.com, 133, 150Job boards, 56, 58–60Jobhunters.g-recruiting.com, 68

P1: OTA/XYZ P2: ABC
bind JWBT105-Levinson April 23, 2009 11:4 Printer Name: Courier Westford, Westford, MA
328➤INDEX
Job hunting, 29–31
breakthrough strategies, 215–232
digital aids, 129–155guerilla strategy, 43–72indirect approach, 130organizational tools, 64–66passive, 131, 150sample campaigns, 235–252and social media, 25–28successful, 39–40using Internet, 48–50women, 70–72
JobMachine.net, 90Job market, hidden, 47–51, 52–54Job performance, 268JobRadio.fm, 173Jobshift – How to Prosper in a Workplace
without Jobs (Bridges), 8
Jobster.com, 57Job widgets, 57, 155Joiner, Harry, 247–252Journals, professional, 87, 134Just-posted.com, 57JustSell.com, 52
Kennedyinfo.com, 160
Keywords, 58–59, 137–138K i n g ,L a r r y ,8Kraft, Cindy, 297–298
Layoffs/ﬁrings, 270
Leadership skills, 4–5, 45Lead-in/follow-up questions, 208Leider, Richard, 35Lexis Nexis, 79Librarians, 82–83LinkedIn, 26–27, 53, 71, 117, 133, 164,
195
Answers, 134, 152–153Ask a Question, 172Groups Directory, 150maximizing for job hunting, 189–191,
192–193
targeting referrals using, 187–189
LiveJournal.com, 150Logos, 113, 116Long T ail, The (Anderson), 143
Lycos Communities, 196
Macpherson, Ross, 202, 227
Magazines, online, 237Management skills, 268Management team, 283–284Marketability, 145–147MarketingHeadhunter.com, 252Marketing strategy, 44, 219–220Marketwatch.com, 80Martel, Anita, 9–11Mashups, 173Massey, Matt, 209–210Mattson, David, 5Mendoza, Dave, 60–62Message tag (msgtag.com), 65Miller, Shari, 271Million Dollar Database, 79Mismatching, 205–206, 210–212, 213MMAPayout.com, 139Moens, Jim, 230–231
Money.com, 80
Monster board, 56, 58Motivation, 32–34MSN.com, 65MySpace, 57, 132, 140, 151
Natsjobs.com, 64
Naymz.com, 133Negotiation process, 167, 287–301Net-temps.com, 229Networks/networking, 134, 177–202
ﬂaws in traditional, 178headhunter techniques, 178–185online, 26–27, 196twists on traditional, 196–197using social networks, 150and volunteer work, 146and women, 198–200
Newsgroups, 60Newsletters, 87, 134, 148, 215–216Newspapers, 54–56News search engines, 65New Value T able, 17Ning.com, 134, 150Noncompetition clauses, 296–297
Nonproﬁt organizations, 249–250
Nour, Joseph, 219–220
Objective section (resume), 102–104
Odesk.com, 149Offer negotiation, 167, 288Offshoring, 4–7On-boarding, 1671and1.com, 135

P1: OTA/XYZ P2: ABC
bind JWBT105-Levinson April 23, 2009 11:4 Printer Name: Courier Westford, Westford, MA
Index ➤329
Onedayonejob.com, 142
123 Jump, 80123 People.com, 152Online discussion groups, 134Online networks, 26–27, 196OnRec.com, 174Opton, Dave, 197–198Overqualiﬁcations, 217
Palusak, Joe, 31
Panyko, Steve, 282–284Passingnotes.com, 90Passion, 46, 119Passive job seekers, 131, 150People skills, 5Peranello, T ony, 124Performance, job, 268
Performance standards, 289
Perry, David, 16Perseverance, 269Personal branding, 15–42, 152Peters, Tom, 8Phraseexpress.com, 65Ping.fm, 154–155Pipl.com, 152Place, Allan, 238–243Podcasts, 27, 144, 145, 154, 173Poole, Sally, 34Positive afﬁrmations, 33PotomacWire, 237Preparation, lack of, 37–38Press, the, 142–145Press kits, 221–222Private companies, 79Problem/Agitate/Solve format, 250–251Procrastination, 36Project Management Institute, 5Project management skills, 5Proofreading, 117Proof section (resume), 113–114Prospects, ﬁnding, 86–90Proxy statements, 51–52
P .S., 126–127
Psychological assessments, 166Psychology, 293–294Public companies, 79–80Public relations, 142–145Publishing and writing, 147–149
QBS (question based selling), 204–209
Quotes, 113Radio shows, 146Realhumanbeing.org, 31Real Time Network (rtnetwork.net),
193
RecruitingAnimal.com, 173RecruitingBlogs.com, 174Recruiting/recruiters:
categories of recruiters, 159–163corporate, 256–257frequently asked questions, 172–173how the process works, 163–167negotiation process, 296overview, 157–174passive job candidates, 131payment for, 167and research, 167–170rules of engagement, 170–173
Reference, associate, 211Reference checks, 165–166, 299Referrals:
from human resources department,
224
researching, 179–182using social networks, 186–191word-of-mouth, 30
Reil, Jim, 63Re-Imagine! (Peters), 8
Rejection, 32, 36Relationship intelligence, 46, 255Relevancy, 39Relocation beneﬁts, 292–293Research, 39, 73–92, 167–170, 209
alternative to, 84–86referrals, 178–182
Resiliency, 40Resumes, 18
downloadable examples, 112extreme guerilla, 100–102, 112–116,
313–320
image suggestion list, 19necessity of posting online, 91sending half, 217
standard guerilla, 98–99, 102–112
writing, 95–120
Retainers, 170–171Rise of the Creative Class (Florida), 6
Risk, 269Rothberg, Steve, 58–60
Salary. SeeCompensation
Sales skills, 5

P1: OTA/XYZ P2: ABC
bind JWBT105-Levinson April 23, 2009 11:4 Printer Name: Courier Westford, Westford, MA
330➤INDEX
SCORE (Service Corp of Retired
Executives), 88–89
Search engines, 48, 130
Searchstrings, 91Searchsystems.net, 83SearchWorks, 231SecondLife.com, 132Secrets of Question Based Selling (Freese),
204
Self-assessment, 35Self-branding, 9. See also Personal
branding
Self-promotion, 62–63, 147Self-referrals, 183–185Selling, 18–21, 38, 70Selling to VITO (Peranello), 124
Seminars, 145
Senior executives, 254
7 Habits of Highly Effective People
(Covey), 35
Shotgun blast approach, 60–62Silicon Alley, 237Simplyhired.com, 57Sixapart.com, 155Skills:
analytical, 269assessment, 74communication, 5, 45, 262, 268–269complementary, 119to include on resume, 104–107leadership, 4–5, 45management, 268marketable, 19–21what employers buy, 44–46
Smith, Dennis, 25–28Social bookmarking, 154Social media, 25–28Socialmediaheadhunter.com, 134Social networks, 149–155, 186–191Soft diligence, 282–284Solution selling, 38Sound bites, 147
Sourcers, 168–169
Speak to Win (Tracy), 5
Spock.com, 152Spokeo.com, 152Stakeholders, 283–284Standard guerilla resume, 98–99,
102–112
Stapleton, Simon, 52–54Steckerl, Shally, 90Story book, personal, 261–263Strengths, 260–261, 267Stroud, Jim, 90–92StumbleUpon.com, 27Style, personal, 268Summary section (resume), 103–104Swift, Adam, 139Symbols, 116
T -account exercise, 259–261
T anenbaum, Jill, 223T arget companies, 178T echnorati.com, 153T echWire, 237T egan, Chelsea, 244–246T emplatemonster.com, 135, 238T emporary employment agencies, 162,
229
10(K) reports, 51Thank-you note envelopes, 216–217TheRecruitersLounge.com, 174Thestandard.com, 83Third-party recruiters, 158–159Thomas Register, 79Time management, 68–70T oastmasters, 5, 31, 118, 144T oplinked.com, 190T otalPictureRadio.com, 142, 173Tracy, Brian, 5Trade publications, 134Trade shows, 87–88Training section (resume), 110–111Trunk, Penelope, 198–200T ution forgiveness, 291TV shows, 145–146T witter, 27, 151–1522 percent club, 210T ypepad.com, 137, 155
Value, 16, 145–147
Value-added advantages, 117–120, 206Vault.com, 83, 196
VentureWire, 237
Videos, 144, 146Visibility, 145–147Voice mail, 211Volunteer work, 112, 146
Wall Street Research Net, 80
Warm calling, 203–214Watson, Kevin, 264–266

P1: OTA/XYZ P2: ABC
bind JWBT105-Levinson April 23, 2009 11:4 Printer Name: Courier Westford, Westford, MA
Index ➤331
Weaknesses, 261, 268
Web sites, personal, 135–136Web tools, 154–155Web 2.0, 149–155, 152Weddle, Peter, 3Weishaar, T om, 235–238White papers, 149, 216Widgetbox.com, 155Widgetoko.com, 155Widgets, 57, 155W i e n s ,R o n ,4 6Wieowie.nl, 152Williams, Deanna J., 214, 243–244Wink.com, 152Winning attitude, 288WirelessJobs.com, 26, 28Women:
and networking, 198–200on-line job searching, 70–72Word-of-mouth referrals, 30Wordpress.com, 137Wordpress.org, 155Writing and publishing, 147–149
Xtremerecruiting.tv, 174Yahoo, 80
360, 150
Answers, 134groups, 153, 196news, 65
You Inc. SeePersonal branding
Yourcareerquest.com, 227YouT ube, 26, 27, 144, 154
Zander, Allan, 195, 218
ZoomInfo.com, 131, 132, 133, 143, 164,
186, 189

P1: OTA/XYZ P2: ABC
bind JWBT105-Levinson April 23, 2009 11:4 Printer Name: Courier Westford, Westford, MA

P1: OTA/XYZ P2: ABC
back JWBT105-Levinson April 23, 2009 11:8 Printer Name: Courier Westford, Westford, MA
Free Job-Search
Resources
Free Resources only for Readers of this Book (Over $250
V a l u e )…
T o help you get hired even faster using this book, there is a
collection of
FREE JOB-SEARCH RESOURCES
waiting for you at
www.GM4JH.com
Visit today to claim your Free Gifts:
➤FREE Audio Seminar with the Author—Instant down-
load!
➤FREE e-mail Course: “30 Days to Your Next Job”—Enroll
today!➤FREE Video Training with the Author—Watch the latest
Guerrilla Job Search success stories!
…p l u s m o r e r esources too new to mention in this book.
Visit today.
www.GM4JH.com
Secret code: 613-236-6995
333

FORFOR
JAY CONRAD LEVINSON DAVID E. PERRYLEVINSON
PERRY
1,001 Unconventional Tips,
Tricks, and Tactics
for Landing Your Dream JobREVISED AND
UPDATEDJOB HUNTERS 2.0JOB HUNTERS 2.0GUERRILLAGUERRILLA
MARKETINGMARKETINGFREE Over $250 Value
Audio Seminar
Plus Extra Resources
www.GM4JH.com
“Y ou'll learn how to build a compelling new network in days that gets you sit-down meetings with deci-
sion makers who can hire you, for jobs that aren't advertised or don't even exist yet.”— Kevin Donlin, creator, TheSimpleJobSearch.com; co-creator, The Guerrilla Job Search Home Study Course
"This book is brilliant. Packed with stories, examples, and tactics to help you at any point in your job search—this book is all about landing a real job with intense competition in a minimal amount of time.”—Jason Alba, CEO, JibberJobber.com; author, I’m on LinkedIn —Now What???
“Recruiters: read this book! Y ou're going to need it. When people start following the advice in Guerrilla
Marketing for Job Hunters 2.0 , you're going to be looking for a job.”—Shelly Harrison, founder and CEO, Launch Pad
“Job hunters don’t need to be told the ‘what’ of job hunting, they want and need to know the ‘hows.’ They are all here and then some.”
—Dave Opton, founder and CEO, ExecuNet.com
“Changes in information and communication technologies have created new opportunities and pitfalls for the job seeker. Stand out from the crowd and truly shine b y illuminating y
our most important talents to
the broadest audience —in a cost-effective fashion.”—Sam Zales, President, Zoom Information Inc.
“Don't get lost on the battleﬁ eld, win the war. Guerrilla Marketing for Job Hunters 2.0 will give you the
ammunition to get noticed.”—Donato Diorio, CEO, Broadlook Technologies
“Lays out a straightforward and detailed ‘plan of attack’ for every step of a job searc h…a n indispens-
able tool for job seekers to land the interview. ”—Gautam Godhwani, CEO, SimplyHired.com
“Competition for the best positions is especially ﬁ erce and every candidate will be looking for an edge. If you want to get the edge . . . y ou need to get this gr
eat new book.”—Steven Rothberg, founder, CollegeRecruiter.com
“The only book that explains step by step, how to land interviews with the companies you choose AND create a high-visibility proﬁ le attracting emplo y
ers—like a moth to a ﬂ ame.”—Terrence Kulka, Director, Executive MBA Program, Telfer School of Management, University of Ottawa
“Beyond your Guerrilla Resume . . . here’s how to take charge of your personal brand, and stand out from the crowd leveraging Link edIn, F
acebook, MySpace, Y ouTube, T witter, and more.”—Peter Clayton, CEO, Total Picture Radio
P.S.—We knew you’d read this far. How did we know this? Please turn to Chapter 5 and read, "One Unusual Way to End
Y our Guerrilla Cover Letter."GUERRILLA MARKETING FOR JOB HUNTERS 2.0GUERRILLA MARKETING FOR JOB HUNTERS 2.0
1,001 Unconventional Tips, Tricks, and Tactics for Landing Your Dream Job
IN TODAY’S JOB JUNGLE, THE GUERRILLA IS KING
$21.95 USA/$25.95 CANCareers
Foreword by DARREN HARDY, Publisher, SUCCESS magazineCover Photograph: (back cover) © Daniel HouleREVISED
AND
UPDATED

Copyright Notice

© Licențiada.org respectă drepturile de proprietate intelectuală și așteaptă ca toți utilizatorii să facă același lucru. Dacă consideri că un conținut de pe site încalcă drepturile tale de autor, te rugăm să trimiți o notificare DMCA.

Acest articol: FM JWBT098-Dipietro May 6, 2009 10:23 Printer: Yet to come [629267] (ID: 629267)

Dacă considerați că acest conținut vă încalcă drepturile de autor, vă rugăm să depuneți o cerere pe pagina noastră Copyright Takedown.

FM JWBT098-Dipietro May 6, 2009 10:23 Printer: Yet to come [629267]

Copyright Notice

Capitolul 1. Tehnici de promovare a vânză rilor – repere teoretice ……………….. 2 1.1. Promovarea vânzărilor – definiție și modalități de… [601933]

CONTAMINAREA SI DECONTAMINAREA Posibilitatea eliber ării accidentale de radioactivitate trebuie consider at ă normal ă având în vedere ca în general… [607947]

In industria confectiilor textile pentru producerea [619114]

Lucrarea este structurată în patru capitole, introducere, concluzii și 25 referințe bibliografice. [303487]

1. Sinteza planului de afaceri 3 2. Afacerea 4 3. Piața 5 4. Organizare și conducere 7 5. Previziuni financiare 9 6. Anexe 2 3 3 1. SINTEZA PLANULUI… [602740]

Strategii de interpretare de rol De la commedia dell ‘arte, Shakespeare la drama contemporană Coordonator Lect.univ.dr. Alba Simina Stanciu Absolvent… [616428]

Copyright Notice

Similar Posts