You now have the central asset of this method: a target list.
But the list isn’t magic.
The magic is what you do with it—specifically, how you use it to turn generic networking into high-quality, high-leverage conversations.
The single most useful line in this whole book is:
“What do you think of this list?”
If you use that phrase consistently, your job search will feel less like asking for favors and more like running a professional go-to-market process.
5.1 Why This Beats “Can You Introduce Me to Someone?”
“Can you introduce me to someone?” is not a terrible question. It’s just a narrow one.
It forces the other person into a yes/no frame:
- “Do I know someone at these companies?”
- “Do I feel comfortable making an intro?”
- “Is there someone I can think of right now?”
If they can’t immediately produce an intro, the conversation often stalls. They may still be supportive, but the help becomes vague:
- “Let me keep an eye out.”
- “Send me your résumé.”
- “I’ll think about it.”
Compare that to what happens when you ask:
“What do you think of this list?”
That question does three better things:
- It invites judgment, not a favor. People like reacting to something concrete.
- It broadens the ways someone can help. Introductions are only one option.
- It turns the meeting into a strategic discussion. Executives enjoy being useful at the level of thinking, not just transactions.
You’re not asking them to do work. You’re asking them to be smart.
That’s a much easier “yes.”
5.2 How It Unlocks: Introductions, Additions, Warnings, Insight
This phrase works because it opens multiple doors at once.
1) Introductions (the obvious win)
If they know someone at Company #6, they’ll often say so. But importantly, you didn’t put them on the spot. You didn’t make the intro the only measure of usefulness.
They can volunteer.
And because it’s volunteer, it tends to be higher quality.
2) Additions (“you’re missing a few”)
This is one of the most valuable outcomes—especially early.
People who know the space will say:
- “If you’re targeting this segment, you should add Company X.”
- “How did you miss Company Y? They’re exactly in your lane.”
- “You might also include this adjacent subsector.”
Those additions are gold because they come from lived knowledge, not generic research.
3) Warnings (“cross that one off”)
Good network contacts will save you time—and sometimes reputational damage.
They may tell you:
- the company is toxic
- the CEO churns people
- the board is dysfunctional
- they’re not really growing despite appearances
- the role you’re imagining won’t exist there
These warnings are often not publicly visible. They’re the kind of information executives trade quietly, and it can dramatically improve your aim.
4) Insight (“here’s what’s really happening”)
Even if they have no introductions, they can still be deeply helpful:
- “That company is about to do a major initiative.”
- “They’re likely to buy rather than build.”
- “They’re struggling with integration.”
- “They’re reorganizing their go-to-market team.”
That insight can shape your outreach message and help you sound informed without sounding rehearsed.
5) Refinement of your segment logic (“your positioning is off”)
Sometimes the most valuable thing is being told you’re aiming slightly wrong.
You might hear:
- “This segment makes sense, but your role hypothesis is too senior for that band.”
- “Those companies typically hire that role internally.”
- “You’re mixing two different sub-segments; split them.”
That feedback is market intelligence. Treat it as such.
5.3 How to Use the List in Networking Conversations
Here’s the basic structure of a high-quality networking conversation using this method. Keep it simple.
Step 1: Set context in 20 seconds
“I’m running a targeted search and I’ve defined two segments where I think I’m a strong fit. I built a draft target list of companies in those segments.”
That signals professionalism and prevents rambling.
Step 2: Share the list
Email it ahead of time if possible, or screen-share it briefly.
Important: it should be one page or at least easy to scan. If it’s a messy spreadsheet with 40 columns, you’ve made it harder to help you.
Step 3: Ask the magic question
Then say:
“What do you think of this list?”
And stop talking.
Let them react.
Step 4: Guide the reaction (lightly)
If they respond broadly, keep them anchored:
- “Any obvious companies missing?”
- “Any you’d cross off?”
- “Any that stand out as particularly timely?”
- “Given my background, which 3–4 on here feel most realistic?”
You’re not interrogating them. You’re giving them prompts.
Step 5: Convert insight into actions
As you talk, listen for action paths:
- “Who is the right person to know at that company?”
- “If I wanted to get smart in that firm, who would you suggest I speak with?”
- “What event / association / conference intersects with this list?”
- “How would you approach outreach to that segment?”
Notice these are still not “Can you introduce me?”—yet introductions often follow naturally.
When an introduction does come up, make it easy:
- “If you’d be comfortable, an intro to [Name] would be incredibly helpful. I’ll draft a two-line forwardable note to make it easy.”
Step 6: Close with clarity
End with two things:
- A quick recap of what you heard (“I’m adding X and Y, removing Z, and prioritizing these three.”)
- A single next step (“Would you be open to connecting me to [Name]?” or “Could I circle back after I speak with the two people you suggested?”)
Then follow up quickly with:
- the updated list (if relevant)
- the promised forwardable blurb
- a thank you that reflects what they contributed
5.4 The Meta-Signal You Send: Disciplined, Strategic, Prepared
A target list is not just a tool for you. It’s also a signal about you.
When you share a thoughtful list, you broadcast:
- I do my homework.
- I operate top-down.
- I think in segments and priorities.
- I don’t rely on randomness.
- I’m serious about my next role.
That’s the meta-signal that differentiates you from many other executives in the market.
It is also, subtly, a preview of how you will show up in the job:
- you’ll be strategic
- you’ll be organized
- you’ll be intentional with resources
- you’ll build a plan and execute it
People can feel that. And they respond to it.
Why it matters so much at the executive level
Executive hiring is trust-heavy. It’s not just “can this person do the work?” It’s:
- will they represent us well?
- will they make good decisions?
- will they navigate stakeholders?
- will they be effective quickly?
A disciplined target list is early evidence of how you operate.
A few tactical rules that make this work
- Bring the list early in the conversation. Don’t wait until the last five minutes.
- Keep it short enough to scan. If it’s not scannable, it’s not usable.
- Expect criticism. That’s the point. You want a reaction.
- Update the list visibly. Version it: v1, v2, v3. People like seeing progress.
- Use the same question every time. Repetition creates a system.
Mini scripts you can steal
Opening (simple):
“I’m running a targeted search. I’ve built a draft list of companies in two segments where I think I’m a strong fit. I’d love your reaction—what do you think of this list?”
If you want to invite additions:
“If you were me, what 3–5 companies would you add to this?”
If you want warnings:
“Any one here that you’d avoid—or that are less attractive than they look?”
If you want prioritization:
“Given my background, which 3–4 on here feel like the highest-probability matches?”
If an intro is offered:
“That would be fantastic. I’ll send you a two-line forwardable note so it’s easy.”
What comes next
Once you’re using the list in conversations, you’ll notice something:
Some companies become clearly more attractive, more realistic, or more timely. Others fade.
That naturally leads to an advanced move that makes you even more credible and makes conversations even more productive:
A negative target list—the companies you’ve researched and intentionally ruled out.
That’s Chapter 6.
