Are you confident that you would land with impact on the job market, when the time is right for you? To give you some insider insights, I spoke with six head-hunters, currently working in Executive Search in the UK, US and Singapore and will share it with you in a series of three blogs.
To start, I asked them what advice they would give to leaders who are ready to make a move. These are their top 8 tips:
1. Keep in touch with head-hunters long term, not just when you are looking for a new role. Too often individuals disappear when they are in a role, then emerge when they approach the market with gusto wanting help from everyone. Instead, keep in touch with head-hunters, attend their events, support them with recommendations, hire them to recruit your team.
“Build relationships with search consultants before you want to make a move” – Anna Penfold
Linda Bridge says not all search firms are the same. In her experience some of the smaller boutique firms are able to invest more time in you. “Get to know the different recruiters and find your tribe – an inner circle – and build personal relationships with them which can evolve.”
Toby Burton suggests building strong relationships with a small number of partners. “Utilise 3 to 5 recommended head-hunters and build a strong relationship with them and you will get more time and energy back in return.”
This can be a challenge when it is a fragmented market and there are a huge number of consultants running searches in your field. I remember when I was working in Executive Search a HR Director proudly told me I was the 67th HR consultant he’d met. Perhaps unsurprisingly this didn’t lead to a deep long-lasting connection.
2. Get clear on why you want to make a move and what you are looking for. First, invest time in reflection. Look inwards before you look outwards.
Carl Hinett says it’s important to have a plan. Be specific about what is right for you and focus on relevant opportunities.
My earlier blog includes some reflection questions to help you to build your list of essential and desirable qualities for your ideal next role. Don’t go for positions that don’t fit with this. It is OK to decline an opportunity you are approached about, just share what about it isn’t right for you, and what your ideal role is.
If your position has been made redundant and you are unexpectedly on the market, don’t panic! My earlier blog shares some guidance about the best way to approach this situation.
3. Be proactive reaching out to your network. This was one of the most repeated pieces of advice from the head-hunters I spoke to, and something I always recommend.
Linda advises against sitting back waiting to be approached. “Be proactive. Don’t wait for the phone to ring. Use your personal network – the people who know you and would want to help you.”
Toby adds “Trust and utilise your network. You are a known quantity with them and you can get some great, honest feedback from them. Often your next role is only once removed from your core alumni.”
Helen Coult said “Catch up with the people you have known for years – invite them for a coffee. Share that you are considering moving and ask for their advice or input.”
And rather like point 1, this always feels far more comfortable when you have made the effort to keep in touch with your contacts from time to time.
4. Seize all opportunities to raise your profile.
Helen shares these suggestions, “Seek out speaking engagements, contribute to panels, comment on relevant articles in the area you want to get into or write an article.”
The aim of this is to keep front of mind for people, so opportunities come to you.
An important part of this is using LinkedIn:
5. Get your LinkedIn profile up to date. A key theme from the experts was that your LinkedIn profile is now more important than your CV. It is most likely the first thing people will look at and often the first way someone will contact you.
Linda describes it as a 3D version of your CV which brings you to life. When I asked her specifically what she looks at on someone’s LinkedIn she said “their ‘About’ summary, experience, testimonials, and what thought leadership they are commenting on… their LinkedIn activity is indirect brand building on a small scale.” Her advice is to “Share your experience, authentically.”
Helen suggests a profile ‘tidy up’; “Abbreviate old sections, share some top line achievements and write a strong headline. Make it punchy. It’s not your CV. Include volunteering and pro bono work on there, as well as associations that are relevant.”
For more support updating your LinkedIn profile download my LinkedIn Guide.
6. Consider the pros and cons of the visible green ‘open to work’ banner for your situation.
Somer Hackley points out that turning on the ‘open to work’ banner is a good way to update your own direct network to say you are looking for a new role if you don’t have time to message them all directly. However, she has seen bias from some hiring managers who have a perception that the open to work banner could make you less choosy. She stresses however that she will reach out to the best people for a role regardless of whether they are actively looking or not.
Helen says that for fractional or interim work it can be helpful, but for permanent C-suite roles she would typically advise against it. She suggests asking your search consultant their view.
Another head-hunter I spoke to shared that during short-listing meetings with CEOs, some will look up a candidate’s LinkedIn profile there and then and make their own immediate judgements. Some have said they won’t interview candidates who have the banner on because they could be looking for any job. They like the thought of their short-listed candidate being those that were head hunted just for this position and aren’t actively looking.
It’s quite a controversial topic and there is no right or wrong, so seek advice from those in your industry and do what feels right for you.
7. Post on LinkedIn – but be considered about what you share.
Anna says “Be really judicious about what you put on LinkedIn – it is a professional platform. Consider what you write from a few different perspectives, from how it might land with the most conservative Chief Risk Officer to your most innovative Chief Marketing Officer. Once it’s out there, people can make judgements. It is a fine balance.”
Often leaders have a barrier to posting about their work, but those that do really set themselves apart, so try not to be put off by the fear factor. Think about how by sharing your experience you can help others in your field. This enables you to approach it in an authentic way, so it doesn’t feel self-promoting.
If you would feel comfortable saying something in a professional public forum, such as on a panel interview, it would be appropriate to share on LinkedIn.
8. Be patient.
Toby says “these things take time and a dollop of resilience might be needed as the market can seem quiet at times. Remember it is most likely just the market, not you.”
If you are between roles, and not currently working, remember that time feels much longer when you are waiting to hear from a head-hunter (compared to when you are in a role and busy at work.) Don’t spend all of your time looking for roles. Use the time to do other things too.
In my next blog in the series, I will be sharing how to create a strong impression with the head-hunters.
With thanks to:
Linda Bridge of Bridge Executive Search
Toby Burton of Eton Bridge Partners
Helen Coult of Armstrong Craven
Somer Hackley of Distinguished Search and author of Search in Plain Sight: Demystifying Executive Search
Carl Hinett of re:find
Anna Penfold of Russell Reynolds Associates
In my next blog in the series, I will be sharing how to create a strong impression with the head-hunters.
If you need to update your CV, you may also find this blog helpful.
Previously a head-hunter, now a Career Coach, I help individuals prepare to approach the job market with impact. If you are looking to invest in yourself as you prepare to approach the market, have a look at the Individuals page and get in touch.