Guide to Managing Your Career | Wharton MBA Career Management

CHAPTER 4: NETWORKING

INTRODUCTION ABOUT THIS CHAPTER

This chapter covers networking and is organized into four major sections:

What is Networking?
Guidelines for Effective Networking
Successful Preparation
How to Network (e.g. identifying and approaching contacts)
Conclusion
Appendix

WHAT IS NETWORKING?
Networking is a common term used to describe the act of engaging in conversations to build relationships, gather
information and identify potential opportunities over the course of your professional career. Networking can occur
in many forms, including:
Informational meetings/informational interviews arranged for the specific purpose of learning about an industry
or company
Meeting people at conferences, presentations, career fairs and business meetings
Engaging in conversations arranged through personal or professional referrals
Networking can be used throughout your career as a tool for professional growth and advancement. It can also be
used during job search periods to:
Conduct market research to determine if an industry/company is the right fit (see Chapter 3)
Build a business/professional network by developing relationships in a specific industry
Identify open positions and/or job leads that may not be publicly listed (According to the U.S. Bureau of Labor
and Statistics, research shows that approximately 70-75% of jobs are found through networking versus
responding to a job posting)
Demonstrate interest in a specific industry/function/company
Prepare for job applications (resumes and cover letters see Chapters 5 & 6 and interviews see Chapter 7)
Follow up on an application to a posted position
Evaluate potential career options as well as job offers (see Chapter 8)
The most effective networking starts with people with whom you have strong relationships. Avoid waiting until you
need the network to build it. Invest time in building a strong network of people (former colleagues, classmates, etc.)
from whom you can draw upon throughout your career. Successful networking requires a focus on building personal
relationships, not just asking for a job. Be prepared to offer your own time and attention to your contacts; avoid only
leaning on them when you are in need. Showing concern and interest in others will help build the credibility and
trust that is required for establishing an effective network.

GUIDELINES FOR EFFECTIVE NETWORKING

Success in networking is dependent upon:
Understanding the personality, level of experience, knowledge, and values of the individual
Focusing on the needs/thoughts of that person; listen for opportunities to give something back offer something
of value to anyone who takes the time to network with you
Evaluating the nature of the situation/relationship (e.g. appropriate setting/timing, nature of established
relationship, potential to establish a good rapport, etc)
Demonstrating professionalism and self-confidence along with humility, warmth and appreciation
Conducting follow-up and seeking opportunities to give back to the contact
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Define realistic goals which allow you to celebrate milestones during the job search process and set you up for
success. Consider the following questions to help identify your goals:
Why am I contacting this person in particular, and not another person with similar experience? Am I interested
in establishing a relationship or only seeking information?
What are my priorities? What are my primary/secondary motives?
Are these goals reasonable with this person, in this amount of time, in this situation? What goals are
unreasonable in this situation and why? Are there other methods I can use to accomplish these goals?
For example, a realistic goal from an individual networking meeting may be to obtain the name of one new
networking contact or an additional resource to review. It is unrealistic to expect that each networking conversation
will turn into a job opportunity. After setting realistic goals, it may be helpful to record them on paper.
A Note about the common fear of networking:
Taking the time to prepare for a successful networking experience will reduce the anxiety that can accompany this
task. The idea of contacting strangers or people you have not spoken with in a long time to ask for something when
you do not have something to offer in return can be intimidating. It can be difficult to understand why a contact
would want to help. Shift your mindset. Focus on understanding the purpose of your networking as well as the
opportunity for the networking contact; using ones knowledge, expertise, or power to help someone is most often a
positive experience.

SUCCESSFUL PREPARATION
Step-by-Step Informational Meeting Preparation
Prepare for an informational meeting in the same manner you would prepare for an actual interview.
STEP 1: Conduct market research (see Chapter 3)
Understand the industry, company; and MBA-level functional positions
Research the contacts function, position and background
Consider identifying Wharton students/former colleagues who worked for the firm in the past. If possible, talk
with them prior to engaging the firm. They can provide you with information regarding best practices for
approaching the company
STEP 2: Create your story (Chapter 7)
Articulate why you are interested in gathering information about the industry/company/position
Identify 2-3 key messages about you, your qualifications and interests that you want to communicate. Focus on
things about yourself that would be interesting to the person. You will not sell yourself by talking about the
impressive things you have done which do not interest him/her.
Thoroughly prepare and practice your 30-second pitch (see Prepare your 30-Second Pitch section of this
Chapter)
STEP 3: Organize an agenda (see Approaching Contacts section of this Chapter)
STEP 4: Develop strategic questions you plan to address during the meeting (see Appendix)
Prepare enough questions to fill the entire scheduled meeting time
Show you conducted background research ask specific (not general or open-ended) questions
Target your questions to the person with whom you are speaking (e.g. recruiting questions should be reserved
for human resource professionals, high level strategic questions/long-term career perspective questions should
be asked of senior management, questions about day-to-day responsibilities should be asked of employees
currently in the role you are seeking)
Avoid questions that someone could answer with a simple yes or no
Never ask questions that you can find answers to on the companys website

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STEP 5: Identify successive potential networking contacts as well as the best methods for approaching these
contacts (see How to Network section of this Chapter)
Effective preparation will enable you to:
Leverage the time allotted for the networking meeting
Demonstrate your knowledge of the industry
Build confidence (which can lead to clear and succinct communications and strong body language)
Anticipate potential questions you may be asked
Achieving an effective meeting will increase the likelihood that the contact will share referrals and be interested in
developing a long-term relationship with you.
Prepare your 30-Second Pitch
An effective 30-second pitch shares information about your past as well as your career goals moving forward. This
pitch provides a quick overview of who you are and what type of experience you are seeking. In addition,
condensing your goals into 30 seconds helps clarify your goals and message. A 30-second pitch should include:

The Intro: What do you want to be known for?

The Evidence: Highlight relevant examples of your talents
The Value Proposition: What you have to offer
The Ask: Be specific about your needs/goals

To help you formulate your own 30-second pitch, review the examples listed below.
Example 1:
Prior to Wharton I worked in the operations department for XYZ Corp. Through my experience in the automotive
industry, I became extremely interested in the development of alternative energy sources and its impact on the auto
industry. I believe my operations background, along with my concentration in Strategic Management at Wharton, is
ideally suited for a career in energy strategy. I would really appreciate a moment of your time so that I could learn a
little about where you think the industry is heading in the next 5 10 years.
Example 2:
I am a first year Wharton MBA majoring in Finance with six years of experience as a software engineer. I managed
the team at XYZ Software that developed a new product that grew to over 50% of company revenues in two years.
Given the first-mover advantage in the market, we worked under extremely tight deadlines to release the product
before competition, and succeeded through hard work and long hours to release a high quality product on time and
on budget. My experience demonstrates my ability to thrive and succeed in high pressure, time sensitive
environments while conducting detail-oriented, analytical work. I am confident that this would translate to success
in Investment Banking.
Example 3:
I am a first year Wharton MBA with management consulting and venture capital experience, mainly focused in
communications technology. As a VC Associate I evaluated the market demand for over 200 prospective technology
investments, and as an associate consultant with XYZ, I advised a client on a successful entry into a new wireless
PDA market. I am seeking a business analyst internship with a top technology company to leverage my experience
in technology, strategy and market analysis.
Example 4:
I am a Wharton MBA marketing major with over five years of experience in marketing communications. Most
recently I was at a leading advertising agency directing eight accounts with billings of over $20 million. I was also
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selected by my firm for a fast-track management training program. With my experience in the advertising field, and
broader marketing training at Wharton, I am confident that I will be an effective contributor to a summer internship
in brand management. Your firms brand management internship program has an excellent reputation. I would like
to follow up with you to discuss the program in more detail. May I call you next week to follow up?
NOTE: For Wharton students seeking full-time employment after the completion of an internship, it can be helpful
to tweak your 30-second pitch to include:
What you did over the summer? Include your major internship accomplishments
Why are you not going back to your summer employer? Avoid speaking negatively about your former
employer focus only on what you are looking for in your next role
Whats next? How does your summer experience and background qualify you for this new role you are
targeting? Include your value proposition to the company/industry you are targeting
The two sample post-Wharton summer internship pitches listed below highlight how to position your summer
experience if you want to stay within the same industry (Ex. 1) and if you want to move to another industry (Ex. 2).
Example 1:
I am a second year MBA. My summer internship was with XXX where I worked with a beverage client, identifying
$10M in cost savings opportunity. I had a great experience at XXX, and have an offer to go back. While I am
considering that, I am speaking with a few select consulting firms that I didnt get the chance to meet last year. Since
Im committed to a consulting career, I want to choose the firm where my skills and working style fit best. My
classmate Stewart spent the summer at ABC and encouraged me to speak with you. We have worked on many team
projects together, and he thought I would be an excellent fit at ABC given my approach and consulting experience
with XXX.
Example 2:
I am a second year MBA. My summer internship was with XXX where I worked with a beverage client, identifying
$10M in cost savings opportunity. I had a great experience at XXX, and have an offer to go back. That said I would
like to work in a company where I can use my strategic analysis skills to identify solutions and be a part the internal
company implementing those solutions. Id like to work in the strategy group at a great brand like XYZ. In strategy
consulting this summer I used analytical tools to make a bottom line improvement at a client, and have heard that
XYZs strategy group uses a similar approach.
Tip: Be sure to practice your pitch so that it sounds natural and not robotic.

HOW TO NETWORK
Identifying Contacts
Potential networking contacts come from a variety of sources including:
Friends and current/past colleagues - start with people currently closest to you and move to those from your
past. Do not neglect past relationships, as they can have meaning and are a good resource from which to draw.
Brainstorm an exhaustive list you do not necessarily have to contact each person you identify
Alumni Associations (Wharton, undergraduate institution, previous employer, etc) - alumni are often loyal to
their institution/employer and tend to be willing to help fellow alumni even those with whom they have never
spoken (see Approaching Contacts section of this Chapter)
Professors - many faculty have relationships with corporations and may be willing to share contacts and
information
Conferences - attending conferences in your area of interest is an excellent way to meet networking contacts
Associations - join groups and attend and volunteer at events. Volunteering is a great way to build strong
relationships. If you help out others it is likely they will help you in the future

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Trade Literature - read magazines, periodicals and other materials related to your area of interest. Use these
resources to identify organizations, events, websites and people in the industry
Online Networking Sites - utilize networking websites such as LinkedIn and Facebook.com

If you are seeking employment outside of your home country, connect with people from your home country who are
employed in your target geography. People from the same country of origin as you may be willing to assist you
regardless of your target industry and can share potential challenges and methods for overcoming those challenges.
Determining Who to Contact and When
Prior to reaching out to potential networking contacts, develop a strategy (based upon your goals) for determining
who to contact first and how to leverage your time effectively. Below are some strategies to guide your prioritization
of contacts:
Proximity how close you are to the contact
Power the amount of decision-making authority the contact possesses
Expertise the amount of knowledge/information the contact possesses
Interest your desire to gather information from the contact (and desire to work for contacts employer)
Use proximity to your advantage and get referred. Ask friends for recommendations. A warm contact/warm
introduction is always better than a cold call (e.g. contacting someone who you have never spoken to before and to
whom you have not been referred). While contacts with whom you have the closest proximity are most likely to
respond to your inquiry, it can also be effective to first contact companies which are low on your priority list. These
can provide opportunities for you to experience networking in a low-risk environment.
Approaching Contacts
While the specifics of your approach are dependent upon the situation (e.g. a scheduled networking meeting versus
an impromptu discussion at a conference), there are some strategies which will work in any situation to increase the
productivity of your conversation.
If you are asking for a scheduled networking meeting (e.g. informational meeting), start with a well-crafted email.
The short and targeted content of the email should:
Introduce you. Who are you? Where are you from?
Consider including a version of your 30-second pitch (see Prepare your 30-Second Pitch section above)
Explain how you got his/her name and contact information
Did someone refer you? Did you meet at a conference? Did you find his/her name on the Wharton Alumni
Database?
Explain what you want and why you are asking for help
Propose a time to talk. Detail when you will follow up (mark it on your calendar so you do not forget)
Set a reasonable time limit for the initial conversation
If you are contacting someone who you do not personally know, request only 15 minutes. If they know they
will only have to talk to you for a limited amount of time, they are more likely to take your call. If you
develop a good rapport during the conversation you can ask to schedule additional time
If you are confident that the person will want to speak to you, asking for 30 minutes is a good guideline
(assuming you need and can effectively use that much time).
Be appreciative
Tips:
1) Use a detailed, descriptive and direct subject line. A subject line catches a persons attention and
communicates that you have a good reason to make contact, making it more likely that the email will be
opened
Consider a subject line such as referral from Mr. X (assuming the person knows Mr. X)
Avoid using networking conversation as a subject line
2) Include the original email text from the person who referred you indicating you should contact this
particular person (if that is how your referral was received)
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3) Make reference to previous conversations you have had with this person to remind him/her of who you are
and what subjects you may have already covered
4) Do not attach your resume. A resume communicates that you are looking for a job and the person may not
respond if they feel you intend to pressure them for a job
5) Do not get discouraged if you do not get an immediate response. It is possible that the person wants to help
you but has not found the time to respond to your email
6) Be courteous but diligent. If you have not heard back from a person, wait 5-10 business days and try again.
Try to reach out using a different medium (e.g. phone versus email) and at a different time of the day. If
you get the persons voicemail, be specific regarding when you will call them back if you do not hear from
them. If you speak with the persons assistant, clearly explain your needs to them. It is acceptable practice
to reach out three times before presuming that the contact is not available to speak with you.
Sample introduction email text could include:
Example 1:
Subject Line: Met at Wharton Marketing Conference Looking to Continue Conversation
Dear John,
My name is Holly Jones and I am a first year student at Wharton. We met at the Marketing Conference at Wharton
last October (we sat at the same table during the lunch keynote speaker, Mike Harrison from XXX). As I mentioned
during our brief lunchtime conversation, I am passionate about the healthcare industry and was excited to hear that
you transitioned from consulting to brand marketing after graduating from business school. I would love to talk with
you for 20-30 minutes about your transition and career at ABC Company.
Prior to coming to Wharton, I was a consultant with XYZ Company [continue using a version of your pitch]
Talking on a Friday would be ideal for me because there are no classes scheduled. I am available November 14th
between 10:00 am and 2:00 pm and November 21st between 7:00 am and 4:30 pm. If Fridays are not good for you,
please let me know what time/date works and I will adjust my schedule. If I do not hear from you by XXXX, I will
give you a call. In the meantime please do not hesitate to contact me at 215-XXX-XXXX or
holly.jones@wharton.upenn.edu.
I would be greatly appreciative of any time that you might be able to give me.
Thank you.
Holly
Example 2:
Subject Line: Referred by Jonathan Hopkins (from ABC Corporation)
Dear Chris,
My name is Leslie Johnson and I am a second year MBA at the Wharton School. My former supervisor at ABC
Corporation, Jonathan Hopkins, recommended I reach out to you to get your insights on XXXX. I am interested in
transitioning into a career in the media & entertainment industry (with a specific focus on television).
Prior to Wharton, I XXXXXX [continue using a version of your pitch]
I plan to be in Los Angeles the week of November 14th and would love to invite you to coffee for 15-20 minutes to
discuss your perspective on XXXX. I will call you next Thursday to see if we can set up a time to talk. In the
meantime please feel free to reach me at 215-XXX-XXXX or leslie.johnson@wharton.upenn.edu. Thank you very
much for your time.

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Best,
Leslie
If you are at a networking event (such as conference or presentation), focus on developing higher quality
connections with fewer individuals rather than superficial connections every company representative. In these
situations, quality wins over quantity. If you make a connection with one person it is highly likely that he/she will
help you out after your conversation (by either being an advocate for you in the company or helping you with other
contacts, etc.). If you meet many people but do not make a real connection with any of them, it is likely that none of
them will help you out in the future.
Conducting the Informational Meeting
Informational meetings are meetings initiated and scheduled by you which enable you to learn about a specific
industry/company/position (and potentially identify job leads). Below is a suggested agenda.
PART I: Opening
Establish a common bond. Explain who referred you. Build a rapport as quickly and succinctly as possible
Re-state the objective of the meeting
Give your 30 second pitch (see Successful Preparation section)
PART II: Discussion
Ask prepared and tailored questions (see Appendix)
Listen; gather advice/insights
During the conversation try to identify if there is an employment opportunity for you (whether from an existing open
position or if a position could be created for you). Carefully consider whether it is wise to broach the topic of
employment with their firm. If it is appropriate to discuss employment, be creative in your approach.
For Wharton students seeking an internship, look for opportunities to leverage your particular skills in relation to a
specific problem/challenge facing your contact and/or the company. For example, highlight your ability to conduct
research/write a report on specified area of business. Listen closely for opportunities to offer help in taking on a
project or creating a solution. Ingenuity and initiative can go a long way. This strategy would be most effective in a
small company that may not have the resources to hire an intern but that would welcome short-term help (you
benefit by gaining valuable experience).
PART III: Closing
Ask for additional contacts/referrals (i.e. Can you recommend anyone else I should speak with?)
Ask the individual if you can contact him/her in the future
Thank the individual. (e.g. Thank you so much for taking the time to speak with me today about your industry.
I will keep you updated on my status as well as my discussion with Mary Jones. I hope I can refer back to you
in the future if I have additional questions. Thanks again.
Leveraging the Conversation
Based on feedback from employers and alumni, following are the best practices for using networking conversations
to your advantage.
Take responsibility for guiding the meeting (but demonstrate enough flexibility to adapt to the needs of your
contact remember, this is a conversation)
Be an active listener. Do more listening than talking. Avoid talking excessively about yourself or interrupting
the speaker. Determine if there is a deeper message underlying the contacts words
Focus on the person, not just the company and industry. Most contacts appreciate when people take time to
show genuine interest in them and their experiences
Help your contacts help you. Be open and transparent about your needs. Explain key things about yourself and
your situation that help the contact truly understand your needs

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Appeal to the contacts expert status (e.g. you are the only one that can answer this). People like to be
needed, appreciated and valued
Be conscious of how you are being perceived during the conversation. You do not want to change who you are,
but you may need to adjust your style to adapt to a particular situation
Be enthusiastic even if the person you are talking to is not. Avoid being aggressive. You want to show your
interest, but you also want to communicate that you are highly qualified, calm and focused
Be ethical. Be honest and tell the truth. Lying and acting in an unethical manner can not only permanently
damage a relationship, but permanently damage your reputation
Take notes during the conversation. This will help you track key insights learned about an industry/company
and will allow you to write a personalized thank you note

Etiquette
Be sure that your behavior communicates your professionalism and your abilities. Be courteous and respectfully
limit the conversation to the amount of time that the contact originally agreed upon. If you would like more time,
tell the contact you know the allotted time is up but ask for a few additional minutes. Lastly, demonstrate your
sincere appreciation. This will increase the likelihood that the contact will share contacts and think of you for future
opportunities.
NOTE: When networking, it is important to understand the local culture so as to avoid miscommunication. If you
are seeking employment outside of your home country, learn the culture of your target geography and adjust to it.
Tips (for the United States):
1) Call/Arrive on time. If circumstances arise and you are going to be late, call to inform your contact. When
attending a Wharton recruiting event (presentation/panel/meeting), recruiters find latecomers disruptive and
generally take note of those who do
2) Treat every member of the company with respect. Be careful that your actions never make anyone from the
company feel unimportant. You never know what power someone has behind the scenes
3) Dress appropriately (for in-person meetings). Business casual is usually a safe choice for networking
meetings. Conduct market research to determine the appropriate dress for your target industry
4) Turn off your cell phone. Cell phones are a distraction and can demonstrate a lack of respect
5) Display good manners. If you are going to get a drink for yourself, offer to get a drink for those around
you. If you are at a professional dinner, remember that the point of dinner is to get to know the person
across the table, not to eat the meal. Do not be overly picky when ordering or let your eating take
precedence over listening and speaking
Body Language and Demeanor
Body language is a critical part of networking (or any interaction) and impacts peoples impressions of you. In fact,
research has shown that peoples opinions of others are more influenced by a persons body language than by their
words.
Tips:
1) Be confident in yourself and your abilities
2) Speak slowly, clearly and with enough volume to be heard
3) Make eye contact, maintain good posture and smile. Body language matters even during telephone
conversations. Smiling when talking on the phone makes your voice sound more energetic and
communicates enthusiasm. Having good posture helps you maintain consistent and calm breathing
Following-Up
Following up and communicating your gratitude does not require a significant amount of time but is essential in
developing and maintaining strong relationships. Develop a system for tracking your contacts so that it is easy for
you to determine when you last spoke/emailed and what you discussed. When a contact takes time to help you and
you do not follow up, you have done a disservice to yourself (and other Wharton students/alums). Not only will that
contact feel unappreciated but likely will not be willing to help you in the future, and he/she may notify other
potential contacts of your behavior and be hesitant to help other Wharton students in the future.

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The most obvious way to follow up after a conversation is to send a thank you note/email (within 24-48 hours). In
addition to sending a thank you note, it is wise to follow up with the person periodically in the future, when
appropriate (e.g. if you read an article that relates to your conversation, after you speak with the referred contact,
when you accept a new position or something in your career-related life changes). Keeping in touch with the contact
will make him/her feel that you valued their advice and perspective, and will help your name come to mind for
potential leads/positions.

CONCLUSION
After reading this chapter you should better understand how to identify and approach networking contacts and how
to engage in networking conversations. Networking is an imperative element of conducting business. Professionals
use networks to create new business opportunities, develop new products or clients, measure themselves against
their competition and increase their own industry awareness.

APPENDIX
Recommended Reading
Business Etiquette for Dummies (Sue Fox)
Business Etiquette in Brief: The Competitive Edge for Todays Professional (Ann Marie Sabath)
Dig Your Well Before Youre Thirsty, The Only Networking Book Youll Ever Need (Harvey Mackay)
How to Connect in Business in 90 Seconds or Less (Nicholas Boothman)
How to Win Friends and Influence People (Dale Carnegie)
How to Work a Room (Susan RoAne)
Kiss, Bow or Shake Hands (Terri Morrison and Wayne Conaway)
Make Your Contacts Count, Networking Know How for Cash, Clients, and Career Success (Anne Baber, Lynne
Waymon)
Never Eat Alone: And Other Secrets to Success, One Relationship at a Time (Keith Ferrazzi)
Power Schmoozing: The New Etiquette for Social and Business Success (Terri Mandell)
The It Factor: Be the One People Like, Listen to, and Remember (Mark Wiskup)
The Networking Survival Guide: Get the Success You Want By Tapping Into People You Know (Diane
Darling)
HBR article: How Leaders Create and Use Networks (Jan. 2007)
Various periodicals: Fast Company, Forbes, Consulting Magazine, Staffing Management, Los Angeles
Magazine, New York Times, Ethical Corporation, Jungle, Newsweek, MediaWeek, AdWeek, Nations of the
World, T+D, Media Route, The Chronicle of Higher Education, Television Week, Barrons, San Fernando
Valley Business Journal, Entertainment Weekly, Daily Variety, Orange County Business Journal
Websites and Online Subscriptions
Intercultural Press (www.interculturalpress.com/store/pc/home.asp). They publish a series called INTERACT.
Cybor Link (www.cyborlink.com/besite/china.htm) Basic but useful dos and donts and links to other
country specific information for China and Western Europe
Monster (www.monster.com)
LinkedIn (www.linkedin.com)
Facebook.com (www.facebook.com)
On the Wharton MBA Career Management Website
Capital IQ
Company List in CareerPath
Full-Time and Intern Directory
Global Workplace
Going Global
Peer Network
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Summer Job Surveys

Wharton Alumni Database
Wharton Job Board

Sample Questions
Be aware of the level of knowledge expected from you prior to engaging in informational meetings.
Industry Questions
Can you recommend a book to read or other resources to consult that you have found particularly insightful on
the industry?
Based on my research, I understand that the industry has changed a lot in the past X years. What have you seen
from your company?
Who are the most important people in the industry today?
I am searching for a position in XYZ industry, can you recommend some steps to take?
Can you speak to me about how you entered the industry/position?
I read about XYZ event in this industry, how has that affected your business?
Can you talk about the most typical job progression in this industry for an MBA hire?
Does this industry typically offer training to new hires? If so, what does it entail?
Company Questions
I read that your firms goals are X, Y and Z. How do you see the implementation of those goals on a daily
basis?
Given X, what approach does your company take in the marketplace?
What is unique about the way your company operates?
How does the reporting structure work?
What are the accepted channels of communication and how do they work?
How are employees recognized, judged and rewarded?
I read recently that your company did XXXX, what have some of the implications been?
Position Questions
Could you describe a typical workday?
What is the range of your responsibilities?
What parts of your job do you find most difficult?
What jobs did you have that led to this one?
What project(s) are you/your division currently focused on?
What skills are required for your position?
What qualifications do you seek in a new hire?
What personality traits do you consider critical to success in this job?
What does the company consider important for someone to fit into the corporate culture?
How do most people enter this profession?
Can you recommend any courses I should take while at Wharton before proceeding with my job search in this
industry?
Referral Questions
Who else can you recommend that I speak to about my interest in X? (It is a good idea to try to get more than
one contact. Three is usually a good target.)
What else do you think I need to know at this point?

Wharton MBA Career Management would like to thank Deb Rosenbloom of the Hancock Leadership Group for her
contributions within this chapter.

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