Applying the 95–5 Rule to Executive Networking

Not all relationships in your network carry the same influence or opportunity potential. Many executives spread their time and energy too widely, when in reality most meaningful outcomes come from a small percentage of relationships. This is the essence of the 95–5 rule: the majority of your results are likely to come from a very small, high-impact segment of your network.

Your highest-value connections are those who have seen your leadership up close, such as former managers, senior colleagues, mentors, and trusted executive peers. These are the people who can either hire you directly or introduce you to someone who can. Beyond this group sits a second tier of valuable relationships including respected recruiters in your space, experienced peers, and industry partners who can open relevant doors even if they do not make the final decision themselves.

Your broader network still matters, but its influence is different. Staying engaged at this level builds long-term visibility and occasionally leads to unexpected referrals or opportunities.

The most common mistake senior leaders make is investing energy in low-leverage conversations that feel comfortable but do little to move them forward. The real leverage comes from focusing on the small group of relationships that carry meaningful trust, credibility, and influence.

If you are between roles, prioritising this high-impact network accelerates momentum. If you are actively in the market, it sharpens where you invest your time. And if you are continuing to build your executive brand, it strengthens the relationships most likely to shape your future opportunities.

You do not need hundreds of conversations. You need a few of the right ones.

Practical Tip:
List the top 10 people in your network who know your leadership impact firsthand. Reconnect with three of them this month with clarity about your value proposition and the types of challenges you are looking to solve.