Most of my clients understand that people are good sources of information. They enjoy being helpful, and they recognize that a lot of what matters about jobs or organizations can be best learned from another person. And still they are reluctant to “network.”
I was delighted to encounter a different term in this useful book. Mr. Krznaric talks about the value of “conversational research” to people considering a career change — to learn the truth of an organization’s culture and values, to decode a job description, to assess how your own experiences and skills might be evaluated.
Of course, good conversations are the basis of relationships that endure, and become sources of mutual support, referrals, and introductions. But that can feel like a lot of pressure, especially to people early in their careers, those who struggle with confidence, and people who aren’t sure whether or how they can reciprocate.
For these people, a small change in framing can make the prospect of reaching out to people a little easier, and that’s a relief.
