Power Execs Need Networks, Too By Pepi Sappal   The following article first appeared in The Wall Street Journal Europe There's no doubt that landing new jobs at the top tiers of management becomes harder the higher up the ladder you go. And since most of these jobs -- especially "C" level posts (chairman, CEO, COO, CFO and similar slots) -- are rarely advertised, high-level executives don't always have an easy way to get their wingtips in the door. Typically, they have to rely on approaches from executive recruiters to word-of-mouth. Since most top-level executives wouldn't dream of applying for these posts by sending an unsolicited letter with a copy of their resume, they're increasingly having to rely on their networking abilities to gain exposure," says Catherine Gilbert, director of consulting at the U.K. office of global workplace consultancy Drake Beam Morin (DBM). So the ambitious few not only need to be well-connected, but also have the "gift of gab." A recent study, "Worldwide Career Transition" by DBM, shows that networking comes out on top when senior professionals are asked how they usually go about landing their next move. Using a search firm is second, followed closely by print-newspaper ads.” Ads and search firms, while useful, are often focused on a narrow job description, in effect "finding a square peg for a square hole," says Andy Low, chairman of The Executive Network, a U.K.-based executive-support organization. Executive Network, with more than 200 members, organizes events for senior business leaders to share insights on career development. The goal of networking, of course, is to get a personal referral for a potential post you've got your eyes on. Networking, says Mr. Low, is "the best method of all" when it comes to job searching. Some cultures, however, are more comfortable with networking than others. The DBM study found that more than 60% of American senior executives relied on networking to find their most recent position, as did 80% of Latin American execs. But only 47% of European execs used this approach. In countries like the U.K., the stiff-upper-lipped culture and English reserve can hinder effective networking, says Ms. Gilbert.  Making Connections Consider the experience of a 42-year-old marketing director of a U.K. publishing firm who lost his position last fall. "In the beginning, pride just got in the way, and I was embarrassed to call former colleagues, especially as there's such a huge stigma attached to being made redundant here," he says. "There were so few positions available that the headhunters told me to bide my time. And the few newspaper job ads I did apply for only resulted in one rejection after another." After a futile three months or so, he began socializing with former colleagues at industry clubs such as Blacks, a London membership club for journalists and media professionals, including executives and publishers. "I started to hear about potential jobs," the marketing director says. "Now when I make a call or write a letter about a prospective job, mentioning a contact, I've had better luck at getting interviews." Having overcome his fear of networking, he's at the third interview stage for a senior marketing-director role with a European publishing firm. Spreading the Word Ms. Gilbert says that many European executives hesitate to develop networking because they don't understand it. The immediate reaction of many senior executives, "especially those who've spent their entire career at one firm, is 'I can't ask my contacts for a job,' " says Ms. Gilbert. In addition, many Europeans simply don't know how to activate their networks. "People can help only once they know of your goals," she says. "So you're either telling your contacts about the type of job you're looking for, or getting information about a company you're interested in." The ultimate goal is to get introduced to the key decision maker. "If you talk to enough people, you eventually will get that introduction." Networking these days isn't just about old-boy networks, business school or corporate-alumni groups. It's also about social networks, ranging from religious groups to sports clubs. "One of our clients got a job interview for a director-level position at Bass International while taking his kids to school. He got to talking to one of the mothers at the school gates whose husband happened to be one of the top decision makers," says Ms. Gilbert, "which just goes to prove that any of your contacts could potentially hold the key to your next job." Cultivating Recruiters Of course, the executive-search route shouldn't be dismissed. It can be an easier and often more direct way to finding your next post. "After all, [search firms] know what senior posts are out there," says Mike Johnson, author of "How to Become a Talent Magnet" (Financial Times Prentice Hall, 2001) and managing partner of Brussels-based communications consultancy Johnson and Jones. "However, this route is a lot more effective if you get close to headhunters before you plan a move. And the time to do it is when you can do something for them," says Mr. Johnson, such as provide some business or referrals. Then, "if they know you're looking to move on, they'll keep their ears to the ground and notify you should an ideal position arise, even if it's not their client. But don't wait to make that call until after you've lost your job, because that's far too late." Thomas Acuff, management partner at headhunter firm Neumann International in Brussels, confirms that he gets at least one call a week from job seekers hoping to call on such a favor. "If they're reputable, I do try to help," says Mr. Acuff. But he adds that it's far more effective to secure a personal recommendation. "By the time a company approaches a search firm like us, they come with such a narrow spec, chances are good that are very few people will match it. But that matters less if you bypass the headhunter and get a personal introduction by someone who knows you well." Most employers would rather employ someone who comes highly recommended. In fact, Ms. Gilbert landed her current job that way: "My former boss recommended me to my current boss." Alternative Routes The really "network shy" might try tactics that can attract direct job offers. "Getting seen in the trade or financial press saying interesting things is a great way to get noticed by recruiters and competitors," says Geoffrey Forester, co-head of the global technology practice at London executive search firm Odgers Ray & Berndtson. "We continuously monitor and compile profiles of senior execs in the press," to identify potential candidates as well as [keep tabs on] those already in the firm's database. It's also important to continue to expand your professional networks, Mr. Forester says. Land a selective nonexecutive board position or get involved with new projects or start-ups -- opportunities to show off your skills to new companies or other board members who could potentially be your future employers. "Include a banker or a venture capitalist in your network," he adds. "After all, who better knows which companies are getting investment or looking for quality management." That approach worked for 48-year-old David Allen, CEO at FiberintheLoop, a European fiber-optics system company. His network included the founders of Ariadne Capital, a new European venture group in London. "Apart from helping companies access capital, we also help pull together management boards for new ventures," says Ariadne's chief operating officer Bundeep Singh Rangar. Ariadne Capital also runs an "executives in residence" program, where senior professionals from many companies act as consultants to start-ups, says CEO Julie Meyer. It was on this program that Mr. Rangar and Ms. Meyer got a preview of Mr. Allen's impressive 25-year track record, which includes stints at Interactive Inc.'s European office, serving as vice president of marketing and products at Madge Networks, and director of market development for Cisco Systems in Europe. "He was able to demonstrate his operational, entrepreneurial and strategic experience," says Ms. Meyer. So Mr. Allen was a high-profile candidate when Ariadne began putting together a board for FiberintheLoop.   How Executives Find Their Next Job Percent using primary job-search method by region  Region Internet Networking Print ads Mailings* Search firm North America 6% 62% 8% 1% 11% Latin America 0 80 3 2 10 Europe and Middle East 1 47 24 2 12 Asia Pacific 1 41 16 6 20   *Random or unsolicited letters or applications made by postal mail. Source: "Worldwide Career Transition Study 2001," Drake Beam Morin Inc., Boston.   How European Executives Find Their Next Job Percent using primary job-search method by country   Country Internet Networking Print ads Mailings* Search firm Austria 3% 43% 12% 14% 28% Greece 0 68 8 0 16 Spain 1 63 27 0 9 Italy 0 32 7 43 6 France 2 61 18 9 6 Belgium 3 43 12 14 28 Switzerland 3 50 21 5 21 Germany 10 39 24 15 6 U.K. 0 42 24 2 23   * Random or unsolicited letters or applications made by postal mail. Source: "Worldwide Career Transition Study 2001," Drake Beam Morin Inc., Boston. -- Ms. Sappal, former editor of GlobalHR magazine, is a free-lance journalist specializing in recruitment, HR and international management issues. Reprinted by permission of The Wall Street Journal Europe, © 2002 Dow Jones & Company, Inc. all rights reserved worldwide http://www.careerjournaleurope.com/jobhunting/networking/20020306-sappal.html http://www.wsj.com