Experience Does Not Speak for Itself (October 27, 2026)

Students Must Learn How to Turn What They Did Into Proof of What They Can Do

“I have experience working in college athletics.”

That statement may be true, but it does not tell an employer very much.

What did the student do? What responsibility did the student earn? What skills were required? What problem did the student help solve? What changed because of the student’s work? Is there an example that shows what the student can produce?

Experience matters, but employers should not have to guess what it means.

Throughout my career in college athletics, I have worked with students who completed meaningful assignments, handled important responsibilities and contributed to their departments. Yet some struggled to explain that work on a résumé or during an interview.

The problem was not always a lack of experience.

Sometimes, the problem was that the student had never been taught how to examine the experience, document it and explain why it mattered.

That is a career-

readiness gap colleges can help close.

When My Experience Was Not Enough

That lesson became personal for me in 2013.

I spent approximately nine months out of work and submitted more than 80 applications. I already had years of experience in college athletics, but application after application failed to produce the opportunity I wanted.

It was frustrating. It also forced me to confront some uncomfortable questions.

Was I applying for positions that matched my experience? Was I clearly showing employers what I had accomplished? Did my application materials explain the value I could bring? Was I using my professional relationships appropriately, or was I relying too heavily on my résumé to tell my story?

I had experience, but experience did not automatically explain what I had learned, the problems I had solved or how I could help another organization.

During that period, I continued taking coursework in social media design and human resources. I could not control when an employer would say yes, but I could continue learning, strengthening my skills and becoming better prepared for the next opportunity.

In September 2013, I returned to college athletics at LeTourneau University.

That season taught me that rejection can provide information, but it does not explain a person’s entire worth. It also taught me that simply listing previous positions is not enough. A job title tells people where you worked. It does not always show what you contributed, how you grew or why someone should trust you with the next responsibility.

That experience now shapes how I work with students and emerging professionals through The GetSET Program.

I do not want them to wait until they are facing rejection to begin examining their experiences. I want them to understand what they are learning, document what they are producing and practice explaining the value they can bring.

That process begins by recognizing that showing up is only the starting point.

Showing Up Is the Starting Point

Students need opportunities to observe professionals, ask questions and learn how the work is done.

But being present does not automatically mean someone is prepared to perform the job.

There are at least four levels of experience:

1. Observed: The student watched someone perform the work.

2. Assisted: The student helped complete part of an assignment.

3. Executed: The student completed the assignment independently.

4. Improved: The student made the process, product or result better.

All four levels can be valuable. The important part is describing them honestly.

A student who observed game-day operations gained exposure. A student who helped prepare credentials contributed to the operation. A student who managed the credential process demonstrated responsibility. A student who developed a better credential-tracking system showed initiative and problem-solving.

Those are four different experiences.

Students hurt their credibility when they describe observation as leadership or assistance as full ownership. That language may survive the résumé review, but it usually falls apart when an interviewer begins asking questions.

Honesty does not weaken a student’s story. It makes the story believable.

Turn the Task Into Evidence

Students are often asked what they did during an internship or campus job. Their answers may sound like this:

• I helped with social media.

• I worked athletic events.

• I assisted with statistics.

• I created graphics.

• I wrote stories.

Those answers name the task, but they do not show the contribution.

A stronger explanation answers four questions:

What was the assignment?

Explain the responsibility clearly. Did the student write a game recap, create a promotional graphic, enter statistics or help manage an event?

What action did the student take?

Identify the work the student personally completed. Avoid claiming credit for the entire department’s effort.

What was the result?

Describe what was completed, improved or learned. Results do not always need to be massive numbers. Completing accurate statistics under pressure or meeting a deadline without supervision can demonstrate readiness.

Where is the proof?

The proof might be a writing sample, graphic, video, event plan, statistical report, analytics summary, supervisor evaluation or interview story.

This is how experience becomes evidence.

Build the Proof While the Work Is Fresh

Too many students wait until they need a job before trying to remember everything they accomplished.

By then, important details are gone.

They may not remember the challenge they faced, the feedback they received or the steps they took to complete the assignment. They may no longer have access to an approved work sample. Their supervisor may have moved to another organization.

Students should document their development while it is happening.

After a meaningful assignment, they can record:

• The assignment or challenge

• Their specific responsibility

• The skills they used

• The result

• Feedback they received

• An approved example of the work

• The name of someone who can verify their contribution

• The next skill they need to develop

This process should not become another empty form students complete and forget. It should help them update their résumé, build their portfolio, prepare interview stories and decide what experience they need next.

The People Who Believed in You Before You Had Proof (October 23, 2026)

Before You Apply for a Sports Job, Build Proof You Can Do It (October 13, 2026)

“I want to work in sports.”

I hear that from students often. It’s a good place to start, but it’s too broad to guide your next move.

Sports is an industry with many different jobs. Teams and organizations need people who can write, sell tickets, plan events, manage budgets, create graphics, track statistics, raise money and serve fans.

Before you apply for a job, get specific about the work you want to do. Then build something that shows you can do part of it.

A résumé says what you have done. A work sample helps show what you can do.

Start with one job

Choose a role that interests you. It could be athletic communications assistant, ticket sales representative, event operations coordinator or marketing intern.

Find three job postings for that kind of work. Read them closely and write down the skills that appear more than once. Maybe employers want strong writing, attention to detail, customer service, social media skills or comfort with spreadsheets.

Those repeated skills give you a starting point. They show what employers may expect from someone entering that field.

Make a sample

Pick one skill and create a small project that lets you practice it.

If you want to work in athletic communications, write a short game recap or create a sample media guide page.

If you are interested in marketing, plan a week of social media posts for a team or campus event.

If you want to work in ticket sales, write a sample email to a fan who is deciding whether to buy season tickets.

If event operations interests you, build a simple checklist for setting up a game day.

Keep the project focused. You do not need a full campaign or a perfect website. You need a clear example of how you think and work. Label it as a sample, and do not present practice work as if an organization hired you to create it.

Share it with a purpose

Social media can give your work a place to be seen. But posting often is not the same as building a strong professional presence.

When you share a sample, explain what it is and what you were trying to show. For example:

I’m exploring a career in athletic communications, so I created this sample game recap to practice writing a clear story from a box score. I’d welcome feedback on what could make it stronger.

That tells people more than “Here’s my latest project.” It shows your goal, your effort and your willingness to learn.

You can share a sample on LinkedIn or include it in an online portfolio. Choose the platform that makes sense for your field and your audience. Before you post, check that the work is accurate and that you have permission to share any photos, logos, statistics or other materials.

And remember: likes are not job offers. A post can help people discover your work, but you still need to build skills, make connections and apply for roles that fit.

Connect the sample to your job search

When you find a job you want, compare its requirements with your sample. If the posting asks for writing, link to a writing sample. If it asks for event planning, share your event checklist.

Add your strongest samples to your portfolio or résumé, and include the link in your application when it fits. In an interview, explain why you made the sample, what you learned and what you would improve.

A sample will not guarantee an interview or a job. It can give an employer a better sense of your skills—and give you a specific example to discuss.

Ask someone to review it

Share your sample with a professor, coach, supervisor or professional who understands the work.

Ask: “What is one thing I did well, and what is one thing I should improve?”

Listen to the answer. Make a change. Keep the first version and the revised version so you can see your progress.

That process can show an employer something beyond technical skill: you can accept feedback and keep improving.

Your seven-day challenge

This week:

• Choose one sports job that interests you.
• Find three job postings for that kind of role.
• Pick one skill that appears more than once.
• Create a small sample that shows that skill.
• Ask one person to review it.
• Decide whether to share it publicly or keep it in your portfolio for job applications.

You may find that the job is a good fit. You may discover you need more practice. You may decide to explore another path. All three outcomes give you useful information.

This is one way to be Strategic: choose a direction and take a useful step.

It is one way to stay Engaged: ask someone to help you improve.

And it is one way to practice Teamwork: listen, follow through and respect the time someone gives you.

The sports industry has room for many kinds of talent. Start by choosing one kind of work—and showing what you can do. Then make sure the right people can find it when you apply.

That is one way I am willing to help you move from interest to action.

Are You SET for Your Career? (September 28, 2026)

We hear the phrase career ready all the time.

Get the degree. Build the résumé. Find an internship. Create a LinkedIn profile. Learn how to interview. Apply for jobs.

Yes, all of that matters.

But I think career readiness is bigger than that.

A résumé may get somebody to notice you. An internship may help you gain experience. A degree may help get you through the door.

But none of those guarantee you know how to build a career.

I learned that part the hard way.

My career has had some great moments, but it has also had disappointment, uncertainty, missed opportunities, second chances and plenty of times when I had to figure out what came next.

Looking back, three things keep showing up.

Strategic. Engaged. Teamwork.

That is SET.

And for me, those words are personal.

Strategic: What Happens When It Doesn't Go Your Way?

One of the first times I really had to think about my career direction came at the United States Naval Academy.

I was a sports information intern.

I worked hard. I handled the responsibilities I was given. And when a permanent Assistant Director position opened, I believed I had done enough to earn the opportunity.

I was the internal candidate.

I thought I had a real shot.

They hired someone else.

I will not pretend that was easy.

What makes the story interesting today is that the person they hired has remained a friend of mine.

But in that moment, I was disappointed.

I had to decide what was next.

A few months later, I accepted another internship at Indiana University.

Think about that for a second.

I wanted a permanent position.

Instead, I took another internship.

On paper, somebody could have looked at that and wondered if I was moving backward.

I did not know exactly where it would lead.

I just knew I needed another opportunity.

My mother has always said:

“Nothing ventured; nothing gained.”

That has stuck with me.

Sometimes being Strategic is not about having some perfect five-year plan.

Sometimes it is simply being willing to move when the first plan does not work.

You may not control who gets hired.

You may not control who says yes to you.

You may not control when an opportunity disappears.

But you do control what you do next.

Indiana Changed More Than My Résumé

Indiana turned out to be one of the most important stops of my life.

And not because everything went perfectly.

While I was there, another intern was let go.

That changed things.

Some responsibilities shifted. Some opportunities that I thought I would have were no longer mine.

At the same time, new responsibilities came my way.

I could have spent a lot of time thinking about what I was missing.

Instead, I tried to make the most of what was now in front of me.

One of those opportunities was working with our student assistants.

I had to learn how to lead people.

Not from a leadership book.

By actually doing it.

I had to communicate. I had to teach. I had to listen. I had to learn when to step in and when to let someone else handle something.

And I was fortunate to have Jeff Fanter as my supervisor.

Jeff took a chance on me.

He trusted me with a lot, both personally and professionally.

Our relationship gave me a chance to learn something I still believe matters today:

You have to know how to learn, listen, lead and follow.

There are times when you should lead.

There are times when somebody else knows more than you do and you need to listen.

There are times when the best thing you can do is follow somebody else's direction and help them succeed.

That lesson still influences how I work.

Indiana also gave me something I definitely was not expecting when I accepted the internship.

I met my wife.

That is another reminder that our careers are about more than titles.

You meet people along the way who can completely change your life.

Engaged Does Not Mean Collecting Connections

When I talk about being Engaged, I am not talking about how many LinkedIn connections you have.

I am talking about relationships.

Real ones.

People you can learn from.

People you can call.

People who know more about you than your job title.

People you have stayed connected with when you did not need anything from them.

I did not always understand that as well as I do today.

Early in my career, I did not ask enough questions.

I wish I had.

There were people around me who knew things I did not know.

There were skills I could have learned faster.

Graphic design is one example.

I could have asked more questions.

I could have gone to someone and said:

“Show me how you did that.”

Or:

“What am I missing?”

Or even:

“Can you help me get better at this?”

Too often, I tried to figure things out myself.

Part of that was confidence.

Or maybe a lack of it.

Sometimes we are afraid asking a question will expose what we do not know.

The opposite is often true.

Asking questions can show that you actually care about getting better.

I Thought I Could Outwork Everything

This may be one of the biggest things I would tell my younger self.

I believed I could outwork people.

And if I outworked them, eventually I would outperform them.

There is nothing wrong with working hard.

I still believe strongly in it.

But there were times when I did not put enough attention into work-life balance.

I did not always understand how important it was to be sharp mentally as well as physically.

I tied too much of my confidence to how much I could produce.

How many hours I worked.

How much I could get done.

How many responsibilities I could carry.

And there is a danger in that.

At some point, you have to ask yourself:

Am I working hard because the work needs to be done, or am I trying to prove something?

I have had to ask myself that question.

More than once.

Your organization deserves your best.

But you also have to be accountable to yourself.

Teamwork Is the Part I Still Have to Work On

Of the three parts of SET, Teamwork may be the one that challenges me most.

That may surprise some people because I have worked around teams my entire career.

But being around teams and being a great teammate are not always the same thing.

I can become very focused on what I want to accomplish.

Sometimes too focused.

And there have been times when I have made a decision without stopping to ask:

How does this affect somebody else?

That is where teamwork gets real.

It is not just being nice to your coworkers.

It is understanding that your decisions have consequences beyond you.

Sometimes I need to ask more questions.

Sometimes I need to listen longer.

Sometimes I need to remember that what may make sense for me may create a problem for somebody else.

That is something I continue to work on.

I think we should be willing to admit that.

You do not reach a certain job title and suddenly stop needing to grow.

Sometimes Other People See Something You Cannot See

In 2013, I was outside the sports communications profession.

There was a point where I had to decide whether I really wanted to return.

I was fortunate because I was surrounded by mentors, friends and people in my network who encouraged me.

People who reminded me what I was capable of.

People who challenged me.

People who helped me see a future when I was not always as confident about it myself.

That period changed how I thought about my career.

I began setting goals that went beyond landing the next job.

I wanted to become a better leader.

I wanted to become a better mentor.

I wanted to have an impact on the people inside the organization where I worked.

And I wanted to have an impact beyond it.

Those goals still motivate me today.

So, Are You SET?

That is really the question.

Not:

Do you have your entire career figured out?

I do not expect you to.

I certainly did not.

The better questions are these.

Are you Strategic?

Do you know what you are working toward?

If the plan changes, can you adjust without losing sight of where you want to go?

Are you setting goals that mean something to you, not just goals somebody else gave you?

Are you Engaged?

Are you asking questions?

Are you building relationships before you need something?

Are you learning from people who have already been where you want to go?

And are you staying connected when there is nothing to ask for?

Are you a Teammate?

Can people count on you?

Do you think about how your choices affect the people around you?

Can you listen?

Can you lead?

Can you follow?

Can you admit when somebody else knows more than you?

Can you help make the people around you better?

Those questions matter to me because I have had to answer every one of them.

And I have not always answered them well.

Why The GetSET Program Matters to Me

The GetSET Program is personal.

I want people to know there is somebody invested in them.

Not just in whether they get a job.

In them.

Their goals.

Their confidence.

Their development.

Their relationships.

Their ability to become the kind of person who can step into an opportunity and make something out of it.

I love seeing people succeed.

I love connecting people who can help one another.

I love watching somebody find the fuel to take a role or responsibility and perform it at a level they may not have thought was possible.

And part of this is simply giving back.

People took chances on me.

People answered my questions.

People opened doors for me.

People challenged me.

People reminded me what I was capable of when I needed it.

I want to be that person for someone else.

So if you are early in your career, here is what I want you to hear.

Get comfortable being uncomfortable.

Ask the question.

Take the chance.

Apply for the opportunity.

Talk to the person you are nervous to approach.

Listen when somebody gives you feedback.

Be accountable to yourself, not just your employer.

And set goals that mean more to you than what is written on a scoreboard or what your supervisor tells you matters.

You may not know exactly where your career is going.

That is okay.

Just do not sit still waiting for somebody else to decide it for you.

My mother said it best:

Nothing ventured; nothing gained.

Be Strategic.

Stay Engaged.

Be a Teammate.

And keep getting SET for whatever comes next.

Motivation Is Not a Career Plan (September 21, 2026)

After speaking with students at the University of Oklahoma, the University of Missouri–St. Louis and Spartanburg Methodist College, I keep returning to one question:

What happens after the guest speaker leaves?

Students may leave the room encouraged. They may write down a few ideas, connect with the speaker on LinkedIn or promise themselves they will take action.

Then another class begins. Another assignment is due. Work, practice and everyday responsibilities take over.

Within a few days, much of that motivation can disappear.

This is not a criticism of students. It is a reminder that motivation, by itself, is not a career plan.

Students Need More Than Encouragement

I enjoy speaking with students about my 25-plus years in college athletics. I can tell them about the opportunities I received, the mistakes I made and the lessons I learned as a job seeker, hiring professional, mentor and sports communications leader.

Those stories can create hope, but hope needs somewhere to go.

Students need help answering practical questions:

• What type of sports career fits my interests and abilities?

• What skills are employers looking for?

• How do I gain experience if nobody has hired me yet?

• Who should I contact?

• What should I say when I contact them?

• How do I show that I can do the work?

• What happens if my first plan does not work?

Telling students to “work hard” and “network” is not enough. Most already know those things matter. They need someone to show them what those words look like in real life.

That is one reason I created The GetSET Network.

Strategic: Know Where You Are Going

Being strategic does not mean having your entire career figured out before graduation.

It means choosing a direction and taking purposeful steps toward it.

A student who says, “I want to work in sports,” has a dream. A student who says, “I want to earn an entry-level athletic communications role, and I need stronger writing, statistics and graphic design samples,” is beginning to build a plan.

Students should learn how to study job descriptions, identify missing skills and select experiences that move them closer to the work they want.

A strong career plan should include:

• A clear short-term career target

• A résumé built for that target

• Work samples that prove ability

• A list of skills that need improvement

• A realistic application strategy

• A 90-day action plan

The target may change. That is normal. The important part is making decisions with a purpose instead of applying for anything with the word “sports” attached to it.

Engaged: Build Relationships Before You Need Them

Professional relationships should not begin with, “Can you help me get a job?”

They begin with curiosity, preparation and genuine interest.

Students can ask professionals about their responsibilities, career decisions and lessons learned. They can stay in touch by sharing progress, congratulating people on their accomplishments and following through when advice is offered.

Being engaged also means participating instead of waiting to be noticed.

Ask a thoughtful question after class. Volunteer for an assignment. Introduce yourself to the visiting professional. Follow up with a clear message. Request an informational conversation.

One conversation may not lead to a job. It can lead to knowledge, confidence, another introduction or a better understanding of the field.

Those small steps add up.

Teamwork: Become Someone People Trust

Students often focus on technical skills. Those skills matter, but employers are also asking themselves:

Can I trust this person to be part of our team?

Can the candidate communicate clearly? Meet a deadline? Accept feedback? Solve a problem? Help when the assignment is not glamorous? Treat people with respect when the pressure rises?

Sports organizations move quickly. Employers need people who can do their jobs while making the people around them better.

Teamwork is not simply getting along with others. It is becoming dependable enough that people want to work with you again.

Building What Comes Next

With upcoming presentations at Bloomsburg University and Clemson University, I am continuing to sharpen how The GetSET Network will serve students and campuses.

The goal is not to collect university names or make one-time appearances.

The goal is to help colleges and universities provide students with a practical sports career-readiness system built around three habits:

Be Strategic. Stay Engaged. Value Teamwork.

Students deserve more than a motivational hour. They deserve clear expectations, honest feedback, professional access and continued accountability.

A presentation can start the conversation.

The real value comes from helping students turn that conversation into action—and action into career momentum.

When the guest speaker leaves and the excitement wears off, will students know what to do next?

The GetSET Network is being built to help them answer that question.

College and university leaders interested in a presentation, student workshop or campus partnership are invited to connect with me to discuss what would best serve their students.

The Small Change That Could Alter Your Career (September 14, 2026)

This week, I have the opportunity to speak with students at Spartanburg Methodist College and the University of Missouri–St. Louis.

The schools are in different places. The students will have different backgrounds, goals and questions. Yet I want both groups to hear the same message:

Small changes lead to lasting breakthroughs.

Most students hear the word “success” and picture a huge moment: landing the dream internship, accepting the first full-time job or meeting the person who opens the right door.

Those moments matter. But they rarely appear out of nowhere.

They are usually built through small choices that did not feel important at the time.

One email sent.

One question asked after class.

One story added to a portfolio.

One thank-you note written.

One introduction made.

One extra hour spent learning a skill.

None of these actions will make headlines. Together, they can change the direction of a career.

Stop Waiting for the Giant Leap

Early in a career, it is easy to believe you need a perfect plan before you can move. You may think you need more experience, a stronger résumé or more confidence.

Here is the hard truth: confidence usually shows up after you act, not before.

Waiting until you feel ready can become a comfortable form of standing still.

You do not need to fix your entire future this week. You need to make one smart move that gives your future a better chance.

If your résumé needs work, improve one bullet.

If your network is small, introduce yourself to one professional.

If you have no portfolio, post one example of your work and explain what you contributed.

If interviews make you nervous, practice answering one question on camera.

Small does not mean weak. Small means you can begin today.

Breakthroughs Are Usually Quiet at First

People often notice the result but miss the repetition that produced it.

They see someone get hired but not the months that person spent building relationships. They see a polished portfolio but not the first rough project. They see a confident speaker but not the nervous student who once struggled to raise a hand.

A lasting breakthrough often begins as a decision no one else sees.

That is why comparing your beginning to someone else’s big moment is a bad deal. You are comparing your behind-the-scenes work to their highlight reel.

Your better question is not, “Why am I not where they are?”

Ask, “What small change can I make today that puts me one step closer?”

That question gives you control.

Pick a Change You Can Repeat

The best small change is not the most impressive one. It is the one you will keep doing.

Sending 30 rushed connection requests in one night may feel productive. Starting one thoughtful professional conversation each week is more likely to build real relationships.

Rewriting your entire résumé every month is not necessary. Tracking your results after each project gives you better material when it is time to update it.

Watching hours of career advice will not replace experience. Volunteering for one assignment that stretches your skills will.

Choose an action simple enough to repeat and meaningful enough to matter.

Try this three-part test:

1. Is it specific? “Get better at networking” is vague. “Introduce myself to one professional this week” is clear.

2. Can I control it? You cannot control whether someone hires you. You can control whether you prepare, apply and follow up.

3. Can I prove I did it? A sent email, updated portfolio item or completed practice interview creates evidence.

If your change passes all three tests, you have something you can act on.

Your Next Opportunity May Begin With a Reply

At the end of my conversations with students this week, I do not want them to leave with pages of notes and no next step. Inspiration without action has a short shelf life.

I want each student to choose one small change, act on it and report back.

Not next semester. Not after graduation. This week.

The reply matters because accountability turns a good intention into a real commitment. It also starts a conversation. Careers grow through conversations, and you never know which one will lead to advice, encouragement, an introduction or an opportunity.

Your first step does not need to be perfect. It needs to be completed.

Then take another.

Challenge

Before this week ends, choose one move:

• Contact one person working in a role you want to learn about.

• Improve one section of your résumé or portfolio.

• Ask for feedback on one piece of your work.

• Learn one tool or skill that appears in job descriptions you want.

• Thank one person who has helped you grow.

• Apply for one opportunity you might normally talk yourself out of pursuing.

Write down what you chose. Give yourself a deadline. Follow through.

Then reply to the email and let me know how it went.

The response does not need to be a major success story. Maybe the person did not answer. Maybe the application did not lead to an interview. Maybe your first attempt felt awkward.

That still counts.

The goal is not to win every time. The goal is to become someone who takes the next step, learns from it and keeps moving.

Big careers are not built in one dramatic moment. They are built when small, smart actions become habits—and those habits create opportunities that once felt out of reach.

What small change will you make this week?

Make it. Then tell me what happened.

Your Network Has a Longer Memory Than You Think (September 10, 2026)

More than 20 years ago, Gregg Fort was my boss at Florida International University.

On Tuesday night, I had the opportunity to speak to his students at the University of Oklahoma.

A lot happened between those two moments.

Jobs changed. Schools changed. Responsibilities grew. Careers took unexpected turns.

But one thing stayed with me: a relationship built through working together.

Years ago, Gregg knew about an opportunity at Texas A&M University-Commerce, now East Texas A&M University. He also knew me. Through his childhood friend, Sam Walker, Gregg helped make a connection that opened the door for me to become a director.

Think about what that really means.

Gregg didn't just know my name.

He knew my work.

And he was willing to put his reputation behind mine.

That's networking.

But it's probably not the version you've been taught.

Your Work Is Part of Your Network

When we talk about networking with students and young professionals, we often make it sound like a numbers game.

How many people did you meet?

How many LinkedIn connections do you have?

How many business cards did you collect at the convention?

How many athletic directors, administrators or sports communicators know your name?

Those things can help.

But I think we're missing a bigger question:

What do those people know about you?

There is a big difference between someone knowing your name and someone being willing to recommend you.

A LinkedIn connection requires a click.

A recommendation requires trust.

When someone recommends you for a job, internship, graduate assistantship or opportunity, they're putting a little piece of their own reputation on the line.

They're telling someone else:

"I know this person. I believe in them. You should give them a chance."

You can't collect that kind of trust at a networking reception.

You earn it.

You're Building References Before You Ask for Them

If you're an intern, graduate assistant or young sports communicator, your next opportunity may come from an application you submit.

But it may not.

Someone may be forming an opinion about you today that becomes important three years from now.

Your supervisor sees whether you meet deadlines.

Your coworkers notice whether you help when the workload gets heavy.

Coaches learn whether they can trust you.

Student-athletes see whether you treat them with respect.

Other sports communicators notice whether you make their jobs easier or harder on game day.

People remember whether you follow through.

They remember how you respond when something goes wrong.

They remember whether you take responsibility.

They remember whether you only show up when you need something.

You're building references long before you ask anyone to be one.

That's why your first job isn't "just" your first job.

Your internship isn't "just" an internship.

Your graduate assistant position isn't simply something you need to complete before getting a full-time position.

Every one of those experiences is creating a group of people who will someday answer a very important question about you:

"What do you think of Danny?"

Put your own name in that sentence.

Now ask yourself what you hope they'll say.

More importantly, ask yourself what you've given them evidence to say.

Would Someone Put Their Reputation Behind Your Name?

This is a tougher question than, "Do I have a good network?"

Look at the people you've worked with during the past few years.

Who would confidently recommend you?

Not because they like you.

Not because you're connected on LinkedIn.

Not because you occasionally comment on each other's posts.

Who has seen enough of your work, character and consistency to make a phone call on your behalf?

That's a different kind of connection.

And here's another uncomfortable question:

Are you maintaining those relationships when you don't need anything?

It's easy to send someone a message when you're looking for a job.

It's easy to reconnect when you need a reference.

It's easy to ask someone for 20 minutes when they work at a school with an opening you want.

Relationships shouldn't begin again every time you need something.

Sometimes the best networking message has no request attached to it.

"How are you doing?"

"I saw your team had a great weekend."

"Congratulations on the new position."

"I was thinking about something you taught me."

"Thank you again for helping me."

No résumé.

No job opening.

No ask.

Just a relationship.

Do a Relationship Audit

Here's something I'd encourage you to do this week.

Write down the names of five people you've worked with over the past two years.

For each person, ask yourself:

• What would this person say I'm good at?

• What evidence have I given them?

• What would they say I still need to improve?

• When was the last time I contacted them without asking for something?

• Would they confidently recommend me for an opportunity?

Don't answer the questions based on what you hope is true.

Be tough on yourself.

Then pick one person and reconnect this week.

Don't ask about a job.

Don't send your résumé.

Don't ask them to "keep you in mind."

Talk to them because the relationship matters.

The Long Game

When Gregg Fort was my boss at FIU, neither of us knew that more than two decades later I'd be speaking to one of his classes at Oklahoma.

I certainly couldn't have mapped out every stop between then and now.

That's the point.

You don't know which coworker, supervisor, classmate, coach or colleague will cross your path again.

You don't know who will someday hear about an opportunity and think of you.

And you don't know when someone will be sitting in a room where your name comes up.

But you can control what they remember when it does.

Don't build a network because you need a job. Build a reputation that makes people want to help when the right opportunity appears.

Connections may introduce you.

Your reputation gives people a reason to recommend you.

And trust is what makes them willing to put their name next to yours.

That's the kind of network worth building.