A) Getting to know them as a person and building a relationship where they feel comfortable being open with me

B) Learning about their goals, experience, skills, interests, and barriers so we can develop a clear employment plan

C) Helping them recognize their strengths and what they have to offer an employer

D) Starting to think creatively about what kinds of work environments or opportunities could fit their strengths

A) Ask questions, learn about the business, and focus on building a relationship for future opportunities

B) Learn more about the business and research potential roles or hiring needs before deciding how to follow up

C) Think about which of the people you support might be a strong fit if an opportunity becomes available

D) Ask about staffing challenges, tasks that aren't getting done, or areas where the business could use additional support

A) Spend time with them, listen, and build their confidence through the relationship we’ve developed

B) Break down their experience, skills, interests, and accomplishments to identify concrete things they can bring to a workplace

C) Help them see their strengths and challenge the idea that their disability or past experiences define their value

D) Explore different types of work and environments where their abilities might become obvious through the work itself

A) With people and organizations I already know - community contacts, colleagues, friends, partners, and existing employer relationships

B) By identifying industries and businesses that align with the people I’m currently serving and developing a targeted outreach list

C) By thinking about the strengths and interests of the people I support and identifying employers where those qualities could be valuable

D) By looking for businesses that are growing, struggling to staff certain functions, or likely to have unmet needs

A) Talk with them about their interests, experiences, people they enjoy being around, and what matters to them

B) Work through their skills, goals, transportation, schedule, experience, and other factors to narrow down realistic options

C) Focus on what they’re good at and what gives them confidence so their job goals are built around their strengths

D) Think beyond traditional job titles and explore whether there are less obvious roles or work environments that could be a great fit

A) Keep the conversation open and focus on maintaining a positive relationship rather than trying to change their mind immediately

B) Ask questions to understand what happened and determine what might need to be different this time

C) Help the employer understand that every person is different and focus on the strengths and support needs of the person you represent

D) Explore whether there is a different role, task, structure, or approach that might better address the employer’s concerns

A) Talk with them about how the process is going and make sure they don't feel like they're navigating it alone

B) Review their job search strategy, resume, applications, target jobs, and approach to identify what needs to change

C) Look at how their strengths and experience are being communicated and help them better present their value

D) Step back and consider whether you're targeting the wrong opportunities and whether a different type of job-development approach might work better

A) Continue nurturing the relationship because a strong employer connection can create opportunities over time

B) Evaluate the situation and determine whether you're targeting the right roles, candidates, and approach

C) Talk with the employer about what they're looking for and how the candidates you've referred could better demonstrate their strengths

D) Look beyond the positions they've posted and ask what other challenges or needs they might have

A) Helping them feel comfortable, confident, and prepared to have a genuine conversation

B) Preparing them for the specific employer, position, questions, expectations, and next steps

C) Helping them communicate their strengths, abilities, and what they can contribute

D) Helping them think about how their skills could meet a need or solve a problem for the business

A) A genuine check-in that keeps the relationship going, even when there isn’t an immediate job opportunity

B) A planned follow-up based on specific next steps, timelines, and information discussed during the meeting

C) An update that connects the employer back to the strengths or potential of the people I support

D) A conversation that continues exploring whether there are other ways I could help solve a business need

A) How can I help them process the experience, stay encouraged, and keep moving forward?

B) What can we learn from this, and what should we change before the next interview?

C) How can I help them recognize what they did well and continue seeing their own value?

D) Is there another type of opportunity or employer where we could approach things differently?

A) The people - the manager, employees, customers, and opportunities to start a conversation

B) How the business operates, what positions exist, and how its hiring needs might align with the people I support

C) The types of people who might thrive there and which strengths could be valuable in that environment

D) The workflow, staffing patterns, bottlenecks, and things that appear to be difficult for the business to keep up with

A) Think through the job requirements, potential accommodations, resources, and timing so the process is handled thoughtfully

B) Make sure the person feels comfortable discussing what they need and knows they have someone in their corner

C) Help the person advocate for themselves and communicate what they need without letting the accommodation define them

D) Look creatively at the work environment and consider whether there are different ways the job could be structured or performed

A) Expand my network and start having more conversations with people and businesses who might open a door

B) Reassess the employment plan and identify what part of the current strategy needs to change

C) Revisit the person's strengths, goals, and how they're being presented to employers

D) Stop looking only at posted jobs and start looking for creative opportunities based on what the person and the employer both need

A) Knowing I built relationships and connections that helped open the door

B) Knowing that the right strategy, planning, and follow-through helped bring everything together

C) Seeing the person recognize their own abilities and succeed because their strengths were recognized

D) Knowing I found a creative way to connect the person's strengths with an opportunity that may not have existed otherwise