If you dropped an executive from 2016 into today’s job market, they would hardly recognize it. In just a decade, artificial intelligence has transformed how leaders are sourced and assessed. Simultaneously, demand for proven leadership is so strong that some retired CEOs are being called back into the workforce. These factors have changed the executive search landscape so much that it makes how candidates position themselves throughout the search process critical in getting the opportunities they want.

In my work and discussions with candidates, I’ve identified five common mistakes that may get in the way of leaders’ securing their next role:

The quality of a leader’s network matters more than its size. The goal isn’t to know the most people; it’s to build meaningful relationships with people who can offer valuable perspectives. In Show Up to Win: How to Land the Leadership Role You Want, which I cowrote with Jeff Sanders, vice chair and co-managing partner at Heidrick & Struggles, we encourage executives to be intentional about who they connect with and why. Before reaching out, they should ask themselves: What am I hoping to learn, and who is best positioned to help me learn it? The most valuable conversations come from leaders who have worked in comparable roles or navigated similar industries. 

Leaders often assume they need to engage with recruiters only when they’re looking for a new role. In reality, the best networking happens before a career move is on the horizon. Without that pressure, executives can have thoughtful conversations with recruiters who can offer perspective on their strengths and areas for development, while staying informed about emerging trends shaping the leadership market.

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