Here's how to build relationships with them
One of the things I hear often from experienced professionals is that the job market feels harder to read than it used to. That may be the case, but I also believe they are comparing how they look for work now to when they were not as senior.
They are looking. They are applying. They are speaking to people. They know they have strong experience. But somehow, the roles they really want seem to be happening somewhere else, behind a door they can’t quite access.
And in many cases, that is exactly what is happening.
At senior levels, many of the best opportunities are discussed quietly. They are mapped by search firms. They are shaped through referrals, market knowledge, reputation, and timing. By the time a role becomes public, if it ever does, there may already be a shortlist of people being considered.
This week on The Job Hunting Podcast, I speak with Gerard Miles, a headhunter who specialises in executive search for the games and entertainment sector.
Now, I know you do not work in gaming. But I want you to listen to this episode anyway, because the value of the conversation is not really about gaming. It is about how executive recruitment works.
You could replace the word “gaming” with mining, education, retail, banking, health, government, technology, or not-for-profit, and the same principles would apply. Gerard gives us a very clear view of how senior search works behind the scenes: how recruiters map the market, how they identify candidates, why they rely on referrals, how they use LinkedIn, and why some people are approached even when they are not looking.
The most important point, I think, is this: at senior levels, recruiters are not simply looking for someone who is “good.” They are looking for someone who is relevant.
Relevant to the brief. Relevant to the business problem. Relevant to the sector. Relevant to the size and stage of the organisation. Relevant to the client’s expectations. Relevant to the timing of the search.
This is where many experienced professionals get stuck. They know they have the skills. They know they have the experience. But they have not made it easy for a recruiter, a board, a CEO, or a hiring manager to understand where they fit next.
A message that says, “I’m open to opportunities,” may be true. But it is not especially helpful.
A profile that says you are a “strategic and commercial leader” may also be true. But it does not give enough context.
At senior levels, clarity is a competitive advantage. The clearer you are about the problems you solve, the markets you understand, the scale you can operate at, and the roles you are targeting, the easier it is for other people to remember you, refer you, and consider you.
For example, it is much more useful to say, “I am interested in COO or General Manager roles in mid-sized organisations going through operational transformation,” than to say, “I am open to a new challenge.”
It is more useful to say, “My background is in governance, regulation, and stakeholder management across complex public-facing environments,” than to say, “I am a senior executive looking for my next role.”
This is not about narrowing your options too much. It is about helping the market understand you.
You need to be known by the right recruiters.
Gerard also made an important point about recruiters themselves. Not every recruiter is relevant to you. And you do not need to be known by every recruiter.
That means understanding who works in your sector, your function, your geography, and your level. A recruiter who places CFOs into private equity-backed technology companies may not be the right person for a senior public sector executive. A search consultant who works with listed boards may not be the right person for someone targeting smaller founder-led organisations. A recruiter who specialises in health may not be the right contact for someone targeting mining or infrastructure.
This is why I often encourage my coaching clients to create a recruiter map. Not a long spreadsheet of every recruiter they can find on LinkedIn, but a carefully considered list of the people and firms most likely to work on the kinds of roles they actually want.
Once you know who those people are, the next step is to approach them with relevance and respect for their time. You do not need to ask every recruiter for a coffee. You do not need to request a long conversation before there is a reason for one. Often, a short and specific message is more effective.
You might say something like, “I’m interested in executive roles in mid-sized consumer businesses where my background in transformation and growth would be relevant. I appreciate you may not have anything suitable at the moment, but I’d be grateful to stay on your radar.”
Or, “I noticed your firm works with organisations in the education sector. My background is in commercial leadership and stakeholder engagement across complex institutions. Is this the kind of profile that would be relevant to your searches?”
That kind of message gives the recruiter something to work with. It tells them who you are, where you fit, and why you are reaching out.
The same principle applies to LinkedIn.
Gerard explained that LinkedIn is an important tool for search firms, but not always in the way candidates imagine. Recruiters are not only searching keywords. They are looking at the shape of organisations. They are trying to understand levels, reporting lines, markets, roles, and credibility.
This means your LinkedIn profile needs to do more than list your responsibilities. It needs to help someone understand what you have owned, what kind of organisation you understand, what level of complexity you have handled, and what you may be credible for next.
If your LinkedIn profile reads like an internal job description, it may not be doing enough for you.
A strong profile should make it easier for someone to answer: What is this person known for? What problems have they solved? What scale have they worked at? What kind of role would make sense for them next?
You do not need to post every day. In fact, visibility without substance can work against you. But a thoughtful post, article, or comment that shows your point of view can help reinforce your professional positioning.
This matters especially if you are trying to move sectors.
Many experienced professionals want to move into an adjacent industry.
They want to move from banking to technology, from higher education to consulting, from government to infrastructure, from corporate to not-for-profit, or from one type of product or service business into another.
These moves can happen. But enthusiasm is not enough.
You need to explain the bridge.
What is similar about the customer, the market, the business model, the regulatory environment, the operating rhythm, the product, or the leadership challenge? Why would your background make sense in that new context? What would reduce the perceived risk for the hiring organisation?
Do not expect the recruiter to build that bridge for you. That is your work.
And this is why a senior job search is so different from an earlier career job search. Earlier in your career, applying for more roles may increase your chances. At senior levels, applying more is not always the answer. Positioning better usually is.
This week, I encourage you to take a quieter, more strategic look at your own positioning.
Ask yourself: if a headhunter looked at my LinkedIn profile today, would they understand where I fit? If a former colleague was asked to recommend someone for the kind of role I want, would they think of me? If I emailed a recruiter, would my message make it easy for them to know when to contact me? If I want to move sectors, have I made the case for why that move makes sense?
These are small questions, but they can change the quality of your job search.
Because the senior job market does not reward noise. It rewards clarity, relevance, reputation, and timing.
And much of that work needs to happen before you urgently need a role.
Listen to this week’s episode of The Job Hunting Podcast with Gerard Miles to understand how headhunters work, and what you can do to position yourself more effectively for the opportunities that suit you.
And if you need help with this, I can help.
You can book a one-on-one consultation with me anytime through my website. And if you would like to work with me during your transition, over a period of three or six months, you can book an introductory meeting to discuss what support would be right for you.
Book a 1h Consultation with Renata AUD400 (Approx. US290)
How Headhunters Really Work
Episode 334 - Executive headhunter Gerard Miles explains how search firms identify, assess, and approach candidates, and what experienced professionals can do to become more visible, relevant, and memorable to the recruiters who matter.
Time Out:
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- The photo above is of the lake we went for a cold plunge near where we're staying in the UK. The day was warm, but the water was freezing, and it felt like a thousand needles. But when we got out, we felt wonderful. As a rule of thumb, I stay at or above 10 degrees Celsius (50F), which is cold enough for the health benefits without the risks. Here is a good article about this from Dr. Stacy Sims.
- You can follow along by following my Stories on Instagram :)
Thank you for reading this newsletter. I hope you found it useful. Reach out if you need help with your career.
Otherwise, I'll see you next week
RB
