Student Road Diaries

This Summer, Network like Mad

So... You got the internship. The networking is over, right?

Not so fast? Networking got you the internship. A little bit more of it might get you a full-time position that's custom-made for you.

Many of us head off to "formulaic" internships. These posts are at large MBA-mills: companies that hire many MBAs each year, who train them in a prescribed program-6 months of this and 12 months of that-and then "roll them off" the program into a set level, doing a set thing: assistant manager of XYZ.

But do you really fit the mold? Didn't you not just a year ago distinguish yourself from hundreds of other applications at the Johnson School by virtue of your unique background? Are you really cut out for a "formulaic" full-time job? Perhaps you're just too unique, and you need a unique full-time job.

If you're honest with yourself-or in my case, my internship manager was honest with me-you have two objectives while on your internship: 1) To do a task that needs doing; and 2) To successfully pass that 10 or 12 week job "interview" (AKA internship) and land yourself an offer for full-time employment. If you mind your Ps and Qs, play nicely with the other kids in the sandbox, and deliver a jazzy PowerPoint at the end, chances are, you'll get that full-time job. And, if that's all you do, chances are, your full-time job will look just like that of everyone else in your sandbox.

Alternatively, if you're as unique as you claimed you were, how about using those 10 or 12 weeks?to interview your prospective employer? We all know people like to talk about themselves (why else would I have agree to write this article, when like you, I've got final course deliverables due?). Here are a few suggestions on how to go about it:

Go to lunch with a different colleague each day. If you don't know anyone, go by yourself to the cafeteria. Ask some random people if you can join them. Then, ask them what they do, and why they like it. Ask them what they think is the coolest job at the company. (You want to get a cool job, right?)
Interact with people of all levels. Talk to the administrative assistants. Ask them who are the two best people in the company for whom to work. Ask a VP to go for coffee. Tell him you're interested in XYZ position, and you're wondering what courses he recommends you take in your second year to prepare you for it.
If you're in a functional role out in the field, find out who heads up that area at the corporate office. E-mail that person (you probably have the entire company directory in your Outlook address book). Introduce yourself as the summer intern from Cornell, say you're interested in what they do, and you'd like to schedule 30 minutes to hear a bit more. (Remember, everyone likes to talk about themselves.)
Leverage your "Cornell Connections." Use the university-wide alumni network (https://directory.alumni.cornell.edu/) and contact every alum at your new company. Here's a subject line that's sure to catch their attention: "Another Cornellian joins ABC Company." Cornellians like beer, right? Ask the person if you can buy them a beer after work. Or if they are in a remote location, ask them if you can set up time to chat with them for 30 minutes-maybe informally on their cell while they are driving home at night.
Your opinion matters. When you are in a meeting, whether it's a formal work meeting or one of the aforementioned networking scenarios, make certain to share your opinion when asked. Don't be cocky: you are just an intern, after all. On the other hand, don't be a shrinking violet: you are almost an MBA, and in a year they'll be paying close to six figures to hear your opinion. If you're at a meeting and someone opens the floor for discussion, let a few others speak first, and if you have an educated, well-thought out opinion that you can clearly and concisely articulate, go for it! Unlike class, there is no participation grade. This time, it's truly quality over quantity.

So, since I like talking about myself, here's my story:

I went to Harrah's New Orleans Casino as a President's Associate Intern. At the time, it was a multi-billion dollar public company with 40 casinos across the country and 100,000 employees. I was one of 40 MBA interns. I worked Monday through Friday for 10 weeks, and went to lunch every day by myself and met new people. I went in to the casino on Saturday nights and shadowed the table-games dealers, slot attendants, and their supervisors or "pit bosses." These conversations were some of my most educational moments, and also are some of the most memorable.

When I'd been there for about three weeks, the CEO came out from Las Vegas to conduct an employee rally. I went and introduced myself to his Executive Associate (EA), met his body guard (!), and spoke at length with the VP of Communications (marketing communications is my background, and an interest I'd like to pick up again in the future). The General Manager of the New Orleans property had introduced me to the CEO the night before at a management dinner, so I went up to him and expressed my enthusiasm over my summer project on employee engagement, and my interest in hearing his thoughts on the topic. He set me down right then and there and talked to me for 10 minutes, while his entourage tapped their toes and waited for him to finish. I then circled back with his EA, and asked with whom I might speak further at corporate regarding my project. He suggested his counterpart, the EA for the senior vice president of HR.

After e-mailing back and forth a couple of times with the EA for the SVP of HR, my phone rang. It was the EA inviting me, on behalf of her boss, to join their two-day employee-engagement task force meeting the next week at headquarters in Las Vegas. At that meeting, I followed recommendation #5 (above), and contributed to the discussion. After all, it seemed only right that they get some contribution in exchange for what they spent on airfare, hotel, and meals for me to go out there. The SVP seemed delighted, and I made a mental note to thank the CEO of the PR firm where I previously worked. He taught me the importance of giving the client the sought-after value.

Back in New Orleans, I reported to the property's general manager on a daily basis, and I continued to stay in touch with the SVP of HR, and to keep her apprised of my progress on the employee engagement project. I presented my jazzy PowerPoint to her via phone on my last day, as well as in person to my general manager and his entire leadership team. I walked away from my summer with a verbal offer from him to return to New Orleans.

However, two months later in October, the SVP called me, offering me not only a position on her corporate employee engagement team, but also the role of her EA, as the woman with whom I had begun my networking journey had recently been promoted to VP of HR at one of Harrah's 40 properties.

So the bottom line of this entire saga is that in networking, my colleagues were able to get to know me, and I them. This gave them a better feeling for what my strengths were, and where I might contribute best within the organization. I was able to leverage a rotational leadership program into a customized role that suits my unique needs, and which I am enthusiastically looking forward to starting this August.

Good luck, happy networking, and remember: we all like to talk about ourselves, so just ask!

–Nicole Wolf