Chapter 8: Networking and Building Connections
The most effective channel, and the most avoided
Across the career transition industry, networking is consistently cited as the route through which the majority of roles are actually filled, whether or not they were ever formally advertised. Estimates vary, but a substantial and frequently cited body of research puts the figure between sixty and eighty per cent of roles. It is also the channel most people are least comfortable with, often because they picture networking as asking a favour rather than starting a genuine conversation.
How to approach it
A short, specific message works far better than a generic one. Reference something real, whether that is shared history, a mutual contact, or genuine interest in what the person is working on, and be direct about what you are hoping for, whether that is a fifteen minute conversation or simply staying in touch.
Informational interviews, short conversations where you ask someone about their role, their organisation or their sector rather than asking for a job, are one of the most effective and least intimidating ways to build a network from a standing start. Aim to leave every conversation having asked for insight, not for a job, and let opportunities emerge naturally from the relationship rather than forcing the point.
In practice: Tom's reconnection
Tom reconnected with a former colleague purely to hear about the industry she had moved into two years earlier. That conversation led to an introduction to her manager, which led to an interview for a role that was never advertised.
In practice: Naomi's slow build
Naomi, uncomfortable with the idea of networking, began by simply commenting thoughtfully on posts from people in her target industry rather than messaging them directly. After several weeks of genuine engagement, three of those contacts responded warmly when she eventually did reach out directly, because she was no longer a stranger asking for something. One arranged an introduction that ultimately led to her next role.
- Sending a generic connection request with no message at all.
- Asking for a job directly in a first message, rather than starting with a genuine conversation.
- Only reaching out to people when you need something, rather than maintaining relationships over time.
- Giving up after one unanswered message rather than following up politely.
A note of supportIf reaching out to people feels harder than it used to, particularly to people who knew you in your previous role, that discomfort is common and understandable. It often eases considerably after the first two or three conversations, once you have direct evidence that people are genuinely willing to help rather than judge. Most people remember what it felt like to be job searching themselves, and respond with far more warmth than the anxious anticipation beforehand tends to suggest.
- List ten people you could reasonably reach out to, including former colleagues, managers and industry contacts.
- Draft one short, specific outreach message and send it to two people this week.
- Request one informational interview with someone working in a role or organisation you are curious about.
- Follow up politely with anyone who has not responded within a week or two.
This programme gives you frameworks and actions. Your coach is where they become genuinely yours. Rather than arriving with answers, consider bringing these open questions into your next session and exploring them together:
- What is the story you tell yourself about asking people for help?
- Who have you been reluctant to contact, and what is underneath that reluctance?
- What would it feel like to reconnect with someone without needing anything from them?