How practice perfected my ear-mouth co-ordination

It was like spring training for the job hunt and I was at bat for the first time -- but I did not expect this curveball.

"So, let's say I hire you on here to learn the ropes," the broadcasting executive said, leaning back in his chair. "There's a ton to learn about us and this business that I just don't feel you're ready for right now. So, if I hire you on -- what would you do here while you learn? How would you pay the rent?"

With that, I felt like hours of preparation went down the drain as I broke eye contact, looked down at my notes, then up at the ceiling -- and stammered as I finally responded: "I'm passionate about this business and I know a lot about this company." (Notice how I didn't answer his question).

"Yes, I understand that, but what would you do here right now?" he retorted.

I took a deep breath, gave a millisecond's thought to my career aspirations, work experience and where I've excelled so far in business school. I proceeded to give a better answer about where I could see myself fitting in -- hoping that was the answer he wanted to hear.

Then, regaining some composure, I began to crowd the plate, and asked a follow-up question about where he would see me fitting into the organization, as I slid my résumé across his desk.

Welcome to my first informational interview since launching my post-MBA job hunt. It was traumatic, but I learned from it. And, with more meetings under my belt, I'm now ready for whatever the interviewer wants to throw at me.

With graduation only a few months away, I recently set a goal to conduct at least two informational interviews a month. These will be crucial if I'm serious about pursuing my ideal position in programming or marketing in the media sector.

Media companies don't come on campus to recruit, and the job I'm after is rarely filled by unknown candidates applying through open-call job postings. I quickly realized that getting to know people in power was my best route back into the real world.

According to data on U.S.-based website quintcareers.com, roughly one out of every 200 résumés submitted to organizations results in a job offer; but, one out of every 12 informational interviews results in an offer.

And don't forget about that other key stat: Between 80 and 85 per cent of all job vacancies are not filled through traditional methods, such as newspaper classifieds, websites and search firms. In other words, it's about talking to the right people, at the right time, who know about available positions.

That's why informational interviews are a key component to any successful job hunt.

The meetings don't just provide a sense of where future opportunities may exist in a company or industry. They also give a job seeker face time with an executive so that when sifting through a pile of résumés, your application stands a better chance at floating to the top. After all, she already has a sense of who you are, your skills, interests and abilities.

What's more, they fulfill that core lesson taught throughout business school -- network, network, network -- by adding a name to your database of contacts.

And most important: If you impress, a position can be tailor-made for you as the executive realizes that if he or she doesn't snap you up, somebody else surely will.

As a relative who has run many organizations at the CEO level told me: "The biggest concern for a growing company isn't about finding more products or more money -- it's about finding talent. If I liked somebody and thought they could help grow my company, I would find a place for them."

With that said, informational interviews should not be taken lightly. As I've learned through that first meeting with the broadcasting executive, and numerous meetings since, there are certain dos and don'ts when it comes to one-on-ones with executives.

Here are a handful of lessons I've gleaned along the way:

Think strategic when making a meeting. Find somebody who knows the executive before requesting a meeting -- and ask that person to refer you through an e-mail or phone call. An executive is more likely to take a meeting with a friend-of-a-friend. That said, if you are making a cold call, I have found that e-mail is a great way to reach a person in power, thanks to the BlackBerry (something I learned as a business reporter when trying to reach executives for comments on Sunday mornings). Again, thinking strategically, it's best to send an e-mail after 6 p.m. or before 7 a.m. as assistants are less likely to be present during those hours to intercept requests. (I'm near-perfect in reaching executives through e-mail using that technique).

Set up preinterviews with colleagues, friends and those in the know. Yes, they're meetings about a meeting. For my first interview, I talked with three professors, a former boss and a relative -- all of whom had experience on both sides of the informational interview and offered advice on how to impress.

Cram like it's a final exam. It's crucial to know as much as possible about the executive, the company (recent acquisitions, deals, earnings, appointments) and the industry before going into the meeting. A week before one meeting, I read a book I knew that the executive had read, sifted through blogs and op-ed pieces on the future of the industry and regulatory issues, and learned about a competitor's recent acquisition.

Set an agenda. I always start with: "There are three things I want to talk about today -- the industry, your career path, and then any advice you can offer me as part of my job hunt." There's nothing worse than an assistant coming in to interrupt the meeting. By agreeing on an agenda right away, you can set up a follow-up meeting if time runs out.

Have a list of questions ready. Keep the meeting moving by having the next question on standby because prolonged silence could end the session. Avoid questions that can be found in a bio or online. "Where did you start your career?" is a waste of time and won't garner anything but a list of firms. Instead, ask something like: "What lessons did you learn early in your career that you still apply today?"

Bring your résumé (and leave it there). Sure you may only be looking for information from the executive, but having your résumé on hand allows you to leave some information with him or her. I like to ask advice on what is missing from my résumé that would help me stand out from the pack.

Don't ask for a job. This one is key. Since it's not a formal job interview, you shouldn't turn it into one. Instead, ask about where the opportunities in the organization lie over the next few months, and names of colleagues in the company who may be hiring. It's great if the executive does have an immediate opening and shifts into job-interview mode -- but leave that to him or her. "The minute you begin trying to get a job, the employer will feel misled," says quintcareers.com, which also offers this piece of advice: If you learn of a job during the interview, apply after the meeting is over.

Follow up right away. A quick e-mail later the same day to say thank you will keep your meeting fresh in the executive's mind and show your gratitude. It never hurts to repeat some of the key takeaways from the meeting to show you've really learned something.

Looking back at that first meeting with the broadcasting boss, while I definitely didn't ace the interview, it wasn't all that bad.

I've yet to hear back about an opening but I did get an hour of face time, personalized advice from a top executive in the field, the opportunity to hand-deliver my résumé and I'm positive he'd recognize me should my application wind up in a stack on his desk.

After all, managing a career hunt against hundreds (if not thousands) of rivals is like running a company in a very competitive industry: It's about having a great product, offering great value -- and adjusting your stance to hit the occasional curve ball.

Richard Bloom is a former Report on Business writer who has enrolled in York University's Schulich School of Business to obtain an MBA. He writes regularly on career lessons he is taking away from the classroom.