How To Network For A Job - Jobseeker Basics XIV

Greg Wyatt • January 26, 2026

The following is Chapter 42 in A Career Breakdown Kit (2026).


In a sense it's a microcosm of how any commercial activity can see a better return - which is to put the needs of the person you are appealing to above your own.


It feels counterintuitive, especially when you have a burning need, but you can see the problem of NOT doing this simply by looking at 99% of job adverts:


We are. We need. We want. What you'll do for us. What you might get in return. Capped off by the classic "don't call us, we'll call you."


If you didn't need a job, how would you respond to that kind of advert?


In the same vein, if you want networking to pay off, how will your contact's life improve by your contact?


What's in it for them?


42 - How to network for a job

 

Who are the two types of people you remember at networking events?


For me two types stand out.


One will be the instant pitch networker.


This might work if you happen to be in need right now of what they have to offer or if mutual selling is your goal.


There’s nothing inherently wrong with this but it’s a selling activity pretending to be networking.


If you want to sell, go and overtly sell rather than disguise it with subterfuge.


Lest we mark your face and avoid you where possible in future.


The second is the one who gets to know you, shows interest and tries to add to your experience. You share ideas, and there’s no push to buy something.


They believe that through building the relationship when you have a problem they can solve, you’ll think to go to them.


It’s a relationship built on reciprocity. One where if you always build something together there is reason to keep in touch.


And where the outcome is what you need if the right elements come together: right person, right time, right message, right place, right offering, right price.


Job search networking is no different.


The purpose of networking in a job search is to build a network where you are seen as a go-to solution should a suitable problem come up.


In this case the problem you solve is a vacancy.


Either because your active network is recruiting, or because they advocate for you when someone they know is recruiting.


It is always a two-way conversation you both benefit from. Knowledge sharing, sounding board, see how you’re doing - because of what the relationship brings to you both.


It is not contacting someone only to ask for a job or a recommendation. A one-way conversation that relies on lucky timing.


That second approach can be effective as a type of direct sales rather than networking.


If you get it wrong it may even work against you. How would you feel if someone asked to network with you, when it became clear they want you to do something for them?


You might get lucky and network with someone who is recruiting now - more likely is that you nurture that relationship over time.


If your goal is only to ask for help each networking opportunity will have a low chance of success.


While if your goal is to nurture a relationship that may produce a lead, you’ll only have constructive outcomes.


This makes it sensible to start by building a network with people that already know you:


  • Former direct colleagues and company colleagues
  • Industry leaders and peers
  • Recruiters you have employed or applied through


Don’t forget the friends you aren’t in regular touch with - there is no shame in being out of work and it would be a shame if they didn’t think of you when aware of a suitable opening.


These people are a priority because they know you, your capability and your approach and trust has already been built.


Whereas networking with people you don't know requires helping them come to know and trust you.


Networking with people you know is the most overlooked tactic by the exec job seekers I talk to (followed by personal branding). These are the same people who see the hidden jobs market as where their next role is, yet overlook what’s in front of them.


If you are looking for a new role on the quiet - networking is a go-to approach that invites proactive contact to you.


Networking with people who know people you know, then people in a similar domain, then people outside of this domain - these are in decreasing order of priority.


Let's not forget the other type of networking. Talking to fellow job seekers is a great way to share your pain, take a load off your shoulders, bounce ideas off each other, and hold each other accountable.


LinkedIn is the perfect platform to find the right people if you haven't kept in touch directly.


Whatever you think of LinkedIn, you shouldn’t overlook its nature as a conduit to conversation.

It isn’t the conversation itself.


Speaking in real life is where networking shines because while you might build a facsimile of a relationship in text, it's no replacement for a fluid conversation.


Whether by phone and video calls, real life meetups, business events, seminars, conferences, expos, or in my case - on dog walks and waiting outside of the school gates. Both these last two have led to friends and business for me though the latter hasn’t been available since 2021.


Networking isn’t 'What can I get out of it?'


Instead, ‘What’s in it for them?’


The difference is the same as those ransom list job adverts compared to the rare one that speaks to you personally.


How can you build on this relationship by keeping in touch?


Networking is systematic, periodic and iterative:


  • Map out your real life career network. Revisit anyone you’ve ever worked with and where
  • Find them on LinkedIn
  • Get in touch ‘I was thinking about our time at xxx. Perhaps we could reconnect - would be great to catch up’
  • If they don’t reply, because life can be busy, diarise a follow up
  • What could be of interest to them? A LinkedIn post might be a reason to catch up
  • When you look up your contact’s profile look at the companies they’ve worked at. They worked there for a reason, which may be because of a common capability to you
  • Research these companies. Are there people in relevant roles worth introducing yourself to? Maybe the company looks a fit with your aspirations - worth getting in touch with someone who may be a hiring manager or relevant recruiter?
  • Maybe they aren’t recruiting now. Someone to keep in touch with because of mutual interests. Click on Job on their company page, then "I'm interested" - this helps for many reasons, including flagging your interest as a potential employee
  • Keep iterating your network and find new companies as you look at new contacts. This is one way we map the market in recruitment to headhunt candidates - you can mirror this with your networking


The more proactive networking you build into your job search, the luckier you might get.


While you might need to nurture a sizeable network and there are no guarantees, think about the other virtues of networking - how does that compare to endless unreplied applications?


I often hear from job seekers who found their next role through networking.


This includes those who got the job because of their network even though hundreds of applicants were vying for it. While this may be unfair on the applicants sometimes you can make unfair work for you.


It can be effective at any level.

Jump the shark. A Recruitment AiDE, pt 13

By Greg Wyatt • January 29, 2026
May 2023 You’ve heard the phrase, I take it – “jump the shark”? It’s the moment when one surprising or absurd experience can indicate a rapid descent into rubbishness and obscurity. When it’s time to get off the bus. Typically in media. Jumping the Shark comes from an episode of Happy Days in which the Fonz does a water ski jump over a shark. 👈 Aaaaay. 👉 A sign creators have run out of ideas, or can’t be bothered to come up with fresh ones. In movies, sequelitis is a good example of this – an unnecessary sequel done to make some cash, in the hope the audience doesn’t care about its quality. Sometimes they become dead horses to flog, such as the missteps that are any Terminator film after 2. It’s an issue that can lead to consumers abandoning what they were doing, with such a precipitous drop in engagement that the thing itself is then cancelled. Partly because of breaking trust in what was expected to happen next. And because it’s a sign that the disbelief that was temporarily suspended has come crashing down. If you don’t believe that your current poor experience will lead to further, better experiences, why would you bother? Once you’ve had your fingers burnt, how hard is it to find that trust in similar experiences? It doesn’t have to be a single vein of experience for all to be affected. Watch one dodgy superhero movie and how does it whet your appetite for the next? You didn’t see The Eternals? Lucky you. Or how about that time we had really bad service at Café Rouge, a sign of new management that didn’t care, and we never went again? Just me? Did they sauter par-dessus le requin? Here’s the rub – it matters less that these experiences have jumped the shark. It matters more what the experience means for expectation. So it is in candidate experience. It’s not just the experience you provide that tempers expectations – it’s the cumulated experience of other processes that creates an assumption of what might be expected of yours. If you’re starting from a low trust point, what will it take for your process to ‘jump the shark’ and lose, not just an engaged audience, but those brilliant candidates that might only have considered talking to you if their experience hadn’t been off-putting? Not fair, is it, that the experience provided by other poor recruitment processes might affect what people expect of yours? Their experiences aren’t in your control, the experience you provide is. Of my 700 or so calls with exec job seekers, since The Pandemic: Lockdown Pt 1, many described the candidate experience touchpoints that led to them deciding not to proceed with an application. These were calls that were purely about job search strategy, and not people I could place. However, one benefit for me is that they are the Gemba , and I get to hear their direct experiences outside of my recruitment processes. Experiences such as - ‘£Competitive salary’ in an advert or DM, which they know full well means a lowball offer every time, because it happened to them once or twice, or perhaps it was just a LinkedIn post they read. Maybe it isn’t your problem at all, maybe your £competitive is upper 1% - how does their experience inform their assumptions? Or when adverts lend ambiguity to generic words, what meaning do they find, no matter how far from the truth? How the arrogance of a one-sided interview process affects their interest. The apparent narcissism in many outreaches in recruitment (unamazing, isn’t it, that bad outreach can close doors, rather than open them). Those ATS ‘duplicate your CV’ data entry beasts? Fool me once… Instances that are the catalysts for them withdrawing. I’d find myself telling them to look past these experiences, because a poor process can hide a good job. It’s a common theme in my jobseeker posts, such as a recent one offering a counterpoint to the virality that is “COVER LETTERS DON’T M4TT£R agree?” Experiences that may not be meant by the employer, or even thought of as necessarily bad, yet are drivers for decisions and behaviour. I can only appeal to these job seekers through my posts and calls. What about those other jobseekers who I’m not aware of, who’ve only experienced nonsense advice? What about those people who aren’t jobseekers? What about those people who think they love their roles? What about all those great candidates who won’t put up with bad experiences? The more sceptical they are, and the further they are from the need for a new role, the less bullshit they’ll put up with. What happens when an otherwise acceptable process presents something unpalatable? Might this jumping the shark mean they go no further? Every time the experience you provide doesn’t put their needs front and centre or if it’s correlated to their bad experiences…. these can prevent otherwise willing candidates from progressing with your process, whether that’s an advert they don’t apply to, a job they don’t start, or everything in between. Decisions that may stem from false assumptions of what a bad experience will mean. Instead, look to these ‘bad experience’ touchpoints as opportunities to do better: instead of £competitive, either state a salary or a legitimate reason why you can’t disclose salary (e.g. “see below” if limited by a job board field and “we negotiate a fair salary based on the contribution of the successful candidate, and don’t want to limit compensation by a band”) instead of a 1-way interrogation… an interview instead of radio silence when there’s no news - an update to say there’s no update, and ‘How are things with you by the way?’ instead of Apply Now via our Applicant Torture Sadistificator, ‘drop me a line if you have any questions’ or ‘don’t worry if you don’t have an updated CV - we’ll sort that later’. Opportunity from adversity. And why you can look at bad experiences other processes provide as a chance to do better. With the benefit that, if you eliminate poor experience, you'll lose fewer candidates unnecessarily, including those ideal ones you never knew about. Bad experiences are the yin to good experience’s yang and both are key parts of the E that is Experience in the AIDE framework. The good is for next time. Thanks for reading.  Regards, Greg

Standard definition; A Recruitment AiDE, pt 12

By Greg Wyatt • January 22, 2026
It might seem like the AiDE framework is about better advertising, but really that depends on what you think an advert is. While it's clearly intended to attract ideal employees, particularly for context heavy key hires - it's consequential, not standalone. Because you can't attract ideal hires if you don't know specifically who 'they' are or what good looks like. The definition of which is also a consequence of what the role actually is. Get these points wrong and you might have a compelling advert that attracts a great person, who buggers off in 4 weeks because they were never the right person to start with. Yet another reason why those dynamic, market-leading adjectives are entirely the wrong way to go about it. So, this edition introduces the D in AiDE - definition. May, 2023 I first came across ‘Minimum Viable Product’ when I recruited a product management role a few years ago (I love product management roles – they are super contextual and allow my process to shine). MVP is the simplest version of a product that allows it to be tested for commercial viability and market demand. It’s the most basic version of the intended product that is fit for purpose. In recruitment, the principle of ‘minimum viable’ might be the sporting MVP for any part of your process that requires definition, with meaning to the right people – if you apply suitability and sufficiency . It’s the foundation on which ‘Definition’ is built on in my AiDE framework. Let me share a LinkedIn post which shows a jobseeker’s reaction to a recent interview: "Today I had a fantastic #interview." Can you see the ikigai of their experience? More than that, this excellent experience is a consequence of a skilful process, as any good candidate experience should be. What might be the benefit of doing this for the employer? Part of her experience is how the process has been defined in advance. Before they apply, most candidates want clarity both on what a role is, and why they might be a good candidate for that role. They likely already know the general duties of any given job title – we neither want them to learn to suck eggs, nor to wade through volumes of irrelevant content. We know that many demographics may pre-select themselves out if they don’t sufficiently meet the ‘required criteria’ set out in a job advert, even if those criteria aren’t actually required. Some of these demographics suffer from isms – do we really want to be precluding potentially great candidates just because of poor use of language? Better accessibility in language used benefits everyone. It goes to follow that we might aim to describe both the role and person requirements in a way that has meaning to the widest relevant reader base: minimum viable. For the role – the immutable truth of a vacancy that defines what it is, without ambiguity. For the person requirement – the immutable set of skills, qualifications, attitudes and/or experiences that any successful employee in this role has to have. Everything else can be stripped away. You can use So What? and Why does it Matter? to help edit these down to size. What’s left should be no more than 3-4 bullet points – fewer, if you can do so without introducing ambiguity. If you disagree, tell me why you can’t trim your requirement down and I’ll be happy to explore this with you. These definitions give clarity to readers, open up access to the widest pool of possible candidates and help you in establishing what you actually need. Simplifying to minimum viable takes work and requires you to challenge habit and accepted process. If you’ve always ‘done it this way’, it can be hard to see past your blind spots. Much like the rest of an advert, the content should be the consequence of the work that’s led to it. In this case, the job description and person requirements. These have a different part to play than the advert, including both assessment and performance elements. Yet if you apply minimum viable to these, you shouldn’t lose any of the necessary elements, while giving better clarity to both candidates and your own hiring process. Any advert will flow from this clarity, or lack of. I wonder what would happen to those job adverts that require “4 years experience in tech invented 1.5 years ago” were smacked over the head with this approach. Remember Sebastien Ramirez ? ‘Definition’ isn’t just about advertising, it can be used everywhere. “What is the minimum viable definition that is both suitable and sufficient?” A question you might ask of every step in your process, including expectation management - If your offer process takes 6 days from point of verbal acceptance to generating offer paperwork, and there is no way to shorten it, this should be clearly explained to the candidate at the point of verbal offer. “We’ll generate the paperwork asap” is not a minimum viable definition for the candidate. Might they get cold feed during your 6-day-asap? Or how about a minimum viable interview process ? What if you defined your interview process at the earliest opportunity? How might this benefit both you and your candidates? Minimum viable doesn’t mean as little as possible. It means establishing concrete candidate needs from each step in your process, and giving them the definition and experience that helps bring them forward to the next step. From there you can layer on additional information, if needed, to get an optimal result. Give better definitions in your writing, and you’ll help everyone involved. Thanks for reading. Regards, Greg p.s. While you are here, if you like the idea of improving how you recruit, lack capacity or need better candidates and are curious how I can help, these are my services: - UK key hire recruitment - manage part or all of your recruitment on an individually designed basis - outplacement support  DM me if you want to discuss.