book your career

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E S

Y Ce BlueSteps Guide to

Career Management

ssociation of Executive Search Consultants


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EXUT S D YU Ce BlueSteps uide to Career Management

is volume is part of the AESC Executive Search Series.

BlueSteps

is a U.S. registered service mark of the Association of

Executive Search Consultants, Inc.

For information about special discounts for bulk purchases, please con-tact AESC special sales: 1-800-843-2372 or [email protected].

Copyright 2005 by the Association of Executive Search Consultants, Inc.

ll rights reserved. No part of this book may be reproduced, stored in aretrieval system or transmitted in any form or by any means electronic

or mechanical, including photocopying, recording or otherwise, withoutthe prior written permission of the publisher.

For information, address:

e Association of Executive Search Consultants (AESC)12 East 41st Street, 17th FloorNew York, NY 10017www.aesc.or

BlueSteps is the career management service of the Association ofExecutive Search Consultants, Inc.

For information, see www.bluesteps.com.

Book and cover design by Matt Helbing

ISBN 0-9676756-1-8

Library of Congress Control Number: 2005921120


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Acknowledgements

riting and publishing this book has been accomplishedthrough a team effort.

e AESCs thanks go to Tom Gorman of Content

Publishing Services for his assistance in drafting and ed-iting the manuscript.

anks to Della Giles, Kunal Dutta and Jo Elliot of the AESC staff who were instrumental in the beginning

tages of the project and who produced the outline andcontent research for the book.

AESC would like to thank the members of the AESCBoard of Directors for their input, and Matt Helbing forbook and cover design. anks also to Kathryn Brainefor managing the final stages of editing and production,and to Ellen Adamson for professional guidance withcopy editing.

Finally, thanks to Christine Hayward, who provided theoverall management and drive to get the project com-pletedas we all know, execution is everything.

Peter FelixAESC President


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UT T T F XUT ULTT

e Association of Executive Search Consultants is the worldwideprofessional association for retained executive search consultingfirms. e AESCs mission is to promote the highest professionalstandards in retained executive search consulting, broaden publicunderstanding of the executive search process, and serve as an ad-vocate for the interests of its member firms. For more information,or to download the AESC Code of Ethics and Professional Practice

Guidelines, go to www.aesc.org

UT LUTP

BlueSteps is an online career management service providing ex-ecutives continual exposure to the worlds top search firms. As anexclusive service of the AESC, BlueSteps enables executives to ef-ficiently and confidentially remain accessible to all member firms ofthe AESC. For more information, go to www.blueste s.com


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ontents

................................................................................

Executive Search and Your Career

How Retained Executive Search Work

Making Yourself Visible to the Search Communi

..............................................................................

When Opportunity Knock

An Insider View of the Interview

Responding to an Offer and Negotiating Compensation

.............................................................................. Managing Your Senior Executive Career

................................................................................

e Candidates Bill of Righ


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isclaimeris book is intended to provide general information on executivesearch and career management. It is not meant to be the readers onlysource of information on these subjects, and we urge readers to seekadvice from other sources and to use their own judgment.

e Association of Executive Search Consultants and its membersdisclaim any responsibility for any liability, loss or risk incurred as a

direct or indirect consequence of the use or application of any of thecontents of this book.

A Note About Gender Pronouns

roughout this book the use of masculine pronouns is intended tobe gender-inclusive. is is the simplest solution and is still univer-sally accepted among educated readers no matter what the politi-

cal context, and is still advocated in many style books. e use ofmasculine-gendered pronouns is intended to be interchangeable withfeminine-gendered pronouns wherever they appear in this book.


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Introduction

A huge range of profit and nonprofit enterprises havecome to rely on retained executive search firms to filltheir most senior positions. Although they once workedmainly with major corporations and financial institu-

tions, search firms now also recruit talent in fields asdiverse as education, health care, arts management andgovernment. Moreover, the executive search profession,like many of the organizations it serves, has becomeglobal.

Yet even sophisticated executives often misunderstand

basic aspects of retained executive search. Many manag-ers fail to see the role that search consultants could playpotentially in their careers, while others misinterpret thatrole. Unfortunately, few executives know how to increasetheir visibility among executive search professionalsvisibility that could bring them to positions they wouldnever even be aware of if not for a search consultants

phone call.is book addresses those knowledge gaps. It ex-

plains retained executive search as a business and a pro-cess, and shows potential candidates how to work wellwith search professionals. Of course, for a manager tobecome a candidate in a search, certain elements must

be in place. Chief among these is a record of outstandingperformance in increasingly challenging positions. A bitof luck doesnt hurt. But knowledge always helps, whichis why weve written this book.


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Here you will learn how to capitalize on the fact that

thousands of organizations retain executive search firmsto recruit men and women for senior positions every year.hen you know how executive search consultants work,

you can maximize your chances of becoming a candi-date for a position being filled by a search firmand ofworking effectively with a consultant. Also, if you hap-

en to be in a hiring organization, this book will deepen

your knowledge of the rigorous recruitment process thatearch professionals conduct for clients like yourself.

is book is presented by the Association of ExecutiveSearch Consultants (AESC), the worldwide professionalassociation for retained executive search firms. AESCmembers are well-established retained executive search

firms who have committed themselves to the highesttandards of professional practice. You can learn moreabout the AESC and its member firms at www.aesc.or .

Successful careers dont just happen. ey are builtand managed, step-by-step. If you received this bookthrough your membership in BlueSteps, you have al-ready taken one step toward becoming more visible to

the search community. BlueSteps is the AESCs onlinecareer-management service, which makes information onenior executives available online to retained executiveearch consultants at AESC member firms. BlueSteps

gives prospective candidates one way of staying on the ra-dar screens of retained executive search firms. is bookwill provide you with many more.


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C H A P T E R 1


e retained executive search profession has grown ex-ponentially over the past two decades, yet it remainsmysterious to many managers and other professionals.For instance, many people confuse executive search firms with employment agencies. Others believe that execu-tive search consultants recruit only corporate CEOs orhigh-profile executives regularly covered in the businesspress. Some managers even believe that executive searchconsultants find jobs for executives, when as this book

will show, that is not the case.is book will clear up these and many other points.

More importantly, it will show you how to attract theattention of executive search professionals and how tointeract effectively with them at every stage of a search.ose are worthwhile career-management skills, espe-cially now. Managerial job mobility has never been great-er, and shows no signs of abating. If anything, executiveturnoverboth voluntary and involuntarycontinuesto mount under the pressures of global competition, eco-nomic uncertainty and demand for performance.

Most executives understand that they must activelymanage their careers. However, many dont see the role

that executive search can play in that endeavor. While itmay not be as large as that of other career managementtactics such as acquiring a well-rounded skill set and tim-ing your career moves properly, dont underestimate therole that a search firm could play in your career. Many

3


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EXECUTIVE SEARCH AND YOUR CAREER

men and women at the top of their professions reached

those heights with a boost from an executive search con-ultant.Lets start with a look at what executive search firms

do.

T (D T) XUT ?

n executive search firm works with its clientthe hir-ing organizationto fill a position with the best personfor that position. is differs sharply from the goal of fill-ing the position with the best availableperson. An execu-tive search firm commits itself to locating and recruitingthe best person, regardless of whether he or she is alreadyemployed or seeking a new position.

is approach broadens and deepens the talent poolavailable to a search firms clients. A search firm doesntrun a help-wanted ad and recruit candidates from theelf-selected group of people who see the ad and then an-wer it. Nor does the search firm limit itself to combingthrough its file of resumes. Instead, executive search con-ultants actively seek and recruit the most highly quali-

fied candidates for a given position. Consultants willeven recruit a specific individual that the client wouldike to consider, regardless of whether that person is seek-ing a position.

s a potential candidate you must grasp the distinc-tion between retained executive search firms and other

recruiting or placement services. ere are four key dis-tinctions:

Retained executive search firms work with cli-ent organizations to fill senior level manage-


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5Executive Search and Your Career

ment or specialized professional positions. An

executive search is not an economically feasi-ble strategy for filling lower level positions.

Retained executive search firms work with cli-ents on an exclusive basis. is means that onlyone search firmand no other firm or agen-cyis working to fill that position.

Retained executive search firms are retained byhe client organization to fill the position. is

means that the client pays the search firm tomount the search and present the most quali-fied candidates. Some portion of the searchfirms fee is typically paid before the search

beginshence, the term retained executiveearch. (More on that later in this chapter.)

As the title indicates, a retained executiveearch consultant plays a onsultative role

working with clients to define positions, qual-

ifications and potential sources of talent. econsultant will also offer insights regardingthe compensation package required to attractcertain types of candidates.

Just as executive search firms have their role to play,o do employment agencies, career counselors and out-

placement consultants. For instance, organizations thatoffer career and outplacement services help individualsdevelop their career goals and job search skills, oftenwhen theyve been laid off or fired. By contrast, executive

earch consultants, known informally as headhunters,


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6 EXECUTIVE SEARCH AND YOUR CAREER

resemble talent scouts. Like scouts for sports teams and

Hollywood studios, executive search consultants seekand recruit the extremely talented people that their cli-ents require.

DTG F XUT F

Executive search firms deliver value to both hiring or-ganizations and potential candidates for positions. eadvantages to the hiring organization are:

Confidentiality: Positions filled by search firmsare rarely advertised by either the hiring or-ganization or the search firm. is is an ad-vantage for hiring organizations who want to

avoid telling the world, or even their industry,that they are recruiting. A search consultant will often withhold a clients identity, evenfrom a potential candidate, until the candi-dates qualifications and interest have been es-tablished.

xpertise: Executive search consultants usu-ally specialize in a specific industry, such asfinancial services, or a specific function, suchas IT management. As a result, they developdeep expertise in their area. eir daily inter-actions and network of contacts give them a

nique, close-up perspective on their special-tys senior-level job market. e search consul-tant can therefore help an organization definethe position, qualifications and compensation

ackage in realistic but attractive terms.


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7Executive Search and Your Career

Professionalism: Once a somewhat clubby

business, executive search has grown into oneof the most competitive professions. Estab-ished search consultants have proven them-elves in an arena packed with demanding

clients, where intelligence, judgment and in-tegrity are intrinsic.

Potential candidates benefit from working with searchconsultants in the following ways:

Access to a hidden job market: Because searchconsultants recruit for positions that are rare-y advertised, they give candidates access to

what might be termed a hidden job market

of challenging, high-level, well-compensatedositions. Incidentally, your pursuit of a newosition also remains hidden; conversations

with an executive recruiter occur in private.

Solid Information: If you are recruited, the

earch consultant will describe the positionand the hiring organization in depth beforeyour interviews. You walk into an interview ata company fully prepared for an informative,two-way conversation.

Advantageous Positioning: If a search con-

ultant arranges an interview for you, youave cleared a formidable hurdle. A consul-

tant usually speaks with dozens of potentialcandidates to find a half-dozen to present tothe client. Of course, the other candidates in


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EXECUTIVE SEARCH AND YOUR CAREER

the search process have cleared the same hur-

dle. However, even if you dont receive an of-fer, having been recruited provides experiencethat youll find valuable the next time you en-ter a job search.

ll of that said, please understand that a search con-ultant works for the hiring organization: that is, for his

client. Consultants do not find positions for candi-dates. Nor do they counsel candidates on their careergoals or their next career step, except in context of the

iring organizations needs. While consultants offer can-didates tips on interviewing at the hiring organization,they are not in the business of coaching people on jobearch or career management skills, although they have

the ability to do so. Executive search consultants keeptheir clients interests uppermost in their minds. So if aconsultant ever seems guarded in providing informationor advice, dont take it personally. ey are simply main-taining their focus.

UT TD XUT By its nature, executive search calls for diplomacy, socialkills and sensitivity on the one hand, and on the otherand, tenacity, negotiating skills and objective business

judgment. Although search consultants are often viewedas sales types, the search profession is actually a form of

consulting, hence the title executive search consultant.Some candidates and even some hiring executives

believe that search firms sell candidates to the hiringcompany. Wrong! If anything, they sell the company toqualified candidates. But, in fact, search firms sell neither


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candidates nor companiesthey sell executive search

ervices. is is particularly true in retained executiveearch engagements. In essence, the retained search firmays to the client:

We know your industry and the function of theposition you want to fill. We understand the jobmarket and the qualifications for the position.

We have the resources to help you define the scopeof the search. We will launch a search for execu-tives who meet the positions qualifications andwill include any internal and external candi-dates that you identify. We will locate, evaluateand actively recruit qualified candidates whocan mesh with your organizational culture.

ese are the services you are purchasing. If thesearch is incomplete for reasons beyond our con-trol or if you do not hire one of the qualifiedcandidates we recruit, we have still expendedresources and provided a valuable service. e

retainer you pay us pays for those resources andservices.

A small portion of senior executive searches does notresult in a placement. Rarely, if ever, does this occur be-cause the search firm failed to locate and present quali-fied candidates. Usually the reasons involve the hiring

companys redefining or eliminating the position for bud-getary or organizational reasons. As you may imagine,changes in internal politics, priorities or reporting linescan radically alter the scope of a position to be filled, evenduring a search. In such situations a retainer relationship


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ensures that the executive search firm is compensated for

its work, even though the position was eliminated, al-tered or not filled by the hiring organization.

U F TD

Retained executive search consulting is recognized to-day as a key management tool which helps organizationsaround the world recruit talented and skilled executivesfor critical appointments.

e demand for executive search has grown rapidlyover the past several decades until it is a worldwide pro-fession with revenues approaching $8 billion per annum.ere are few organizations, for profit or non-profit, thatdont use executive search from time to time. ese in-

clude hospitals, sports organizations, charities, govern-ment bodies, and religious institutions as well as compa-nies both large and small.

Such is the nature of the executive market in the de-veloped economies of the world that the demand forexecutive search consulting is only likely to increase fur-ther. Executive mobility, the competitive environmentand changing demographics are all contributing to ademand for executive talent that is growing rather thandiminishing.

t one time or another most senior executives will en-counter executive search in their careers. is book will

elp you when you do.


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C H A P T E R 2

How Retained Executive Search Works

A hiring organization usually retains an executive searchfirm only for its most mission-critical senior positions.e annual base salary offered often exceeds $250,000and almost never comes in below $100,000, or theequivalent in non-U.S. currency. e hiring authoritywill be a senior manager of the company or division, andone or more senior managers must usually approve thehire. For most senior positions, such as chief executiveoffi cer and chief operating offi cer, the board of directors

or a search committee, or both, may be involved in thehiring decision.

In other words, theres a lot at stake in a retained ex-ecutive searchfor the hiring organization, the searchfirm and the candidate. e success of a search dependson a successful relationship among these parties, andthe search consultant choreographs key aspects of thisrelationship. However, the clientthe hiring organiza-tionalways makes the hiring decision.

In this chapter we look at how organizations use re-tained executive search, at the structure and work of aearch firm, and at the search process itself.

FT + TGT = XUT An executive search firm runs on information. at in-cludes information about specific industries; companiesand their strategies and cultures; and executives and their

11


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trengths, weaknesses, backgrounds and salaries. Search

firms employ various sources of information, which wellexamine in Chapter 3. Among the most important ofthese are contacts in the industries, disciplines and com-

anies in which the search firm operates. us, all searchrofessionals spend a good deal of time networking

among valuable sources of information.retained executive search firm also represents the

iring organization in the recruitment effort. Whileearch consultants may keep their clients identity con-

fidential for as long as possible, they eventually reveal itto potential candidates, which of course links the searchfirm to a given organization.

In this context, retained executive search consultants

must operate with the highest levels of integrity and withensitivity to the needs of all parties. For this reason,ESC member firms agree to uphold the Professional

Practice Guidelines you will find at www.aesc.org. Allmember firms of the AESC subscribe to these standardsof professional practice.

D T F?

lthough there are firms consisting of two or three indi-viduals, mid-size to large executive search firms include

rofessionals at three levels: ) presidents, partners andractice leaders 2) search consultants and associates and) researchers.

residents and partners manage the searchfirm, develop new business and manage cli-ent relationships. In a small firm, the presi-dent/owner may share some of these func-


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13How Retained Executive Search Works

tions with search consultants. Practice leaders

erform these functions for a practice withina larger firm such as financial services or IT.

Search consultantsmanage searches and clientrelationships and develop new business. Onan executive search, consultants work close-y with clients to define the position and its

requirements and to interview and evalu-ate potential candidates. Associates performome of the functions of search consultants,

but usually with less experience and seniority.In some firms they also conduct research andwork with candidates. Associates are typicallyon a career path that can lead to the positionof search consultant (and perhaps partner or

ractice leader). During a search, consultantsand associates evaluate potential candidatesocated by researchers.

Researchers tap a wide variety of sources to

ocate candidates for a position. When youare recruited by a search firm, the research-er is typically the first person who will con-tact you. In that conversation the researcherwill attempt to verify your general suitabilityfor, and interest in, the position. (Well dis-cuss how to handle that phone call in Chapter

4.) e researcher then passes the interestedcandidates names on to an associate or searchconsultant for further evaluation. While someresearchers become associates or, eventually,


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earch consultants, many prefer to remain

behind the scenes in this information-gath-ering role.

Search professionals come from a wide variety ofeducational and employment backgrounds. Many havemanagerial experience in the industries or disciplines forwhich they recruit. Others have worked in corporate hu-

man resources departments, for instance in recruiting orcompensation analysis. ere is no typical backgroundfor a search professional. Yet successful search consultantstend to have several characteristics in common. ey aregenerally good communicators, are well organized, haveexcellent interpersonal and problem-solving skills andtend to be articulate, analytical, empathetic and ener-getic.

G

hen an organization decides to retain an executiveearch firm, it may or may not have a past or ongoing

relationship with that firm. When a hiring organization

does maintain a relationship with a search firm, the firmsconsultants become quite familiar with the organizationstructure, culture, management and expectations. is

can enhance the firms effectiveness on a search. How-ever, regardless of the search firms familiarity with the

iring company, a search always begins with a definition

of the position and its requirements.e search consultant will ascertain if the hiring or-

ganization has addressed the following questions and, ifappropriate, will consult with management to resolvethem:


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What is the function of the job and its place

in the structure of the organization? Whatare the strategic and tactical challenges of thejob?

Is this a new or an existing position? If an ex-isting position, is it currently filled or has itbeen vacated?

What are the requirements for success in theosition in terms of experience, education

and personal qualities?

Are there internal candidates for the position?ill these people be considered in addition to

external candidates?

Does the organization believe that signifi-cantly better candidates can be found in themarket than from within? Is the organizationcommitted to finding the best possible candi-date?

How soon must the position be filled? Whatis the envisioned time frame of the search?

What is the compensation package? How isthe compensation structured in terms of base

alary, bonuses or other incentives (such astock or stock options) and benefits? Is thiscompensation realistic?


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Does the company understand how the exec-

tive search process works?

hen an organization retains an executive searchfirm, both parties usually sign a retainer agreement. isconfirms the clients commitment to the assignment,the search firms exclusive right to represent the client inrecruiting for the position, and items such as reference

checking and nondisclosure of confidential information.s noted in Chapter 1, a retainer agreement represents

a consulting contract, and successful performance is notdefined by the placement of an external candidate in the

osition.s a candidate, you should ascertain whether a posi-

tion you are being recruited for is being filled on a re-tained basis. is will affect the way your candidacy is

andled, the quality of the information you receive andyour access to the hiring organizations senior manage-ment.

FG DUT: DFG T PT

nce the retainer agreement has been signed, the searchfirm will develop a briefing document that sets the pa-rameters for the search. e briefing document is shapedby the search consultants in-depth conversations withey people in the hiring organization. is document

includes a detailed job specification, description of the

organization, and the experience and personal qualitiesdesired in the candidate.

e briefing document serves as the North Star foreveryone involved. e researchers at the search firm re-fer to the document as they seek potential candidates.


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Both the search consultant and the hiring authorities use

it to frame interview questions. e consultant will oftenhare the briefing document with qualified, interestedcandidates, who should refer to it in preparing for theinterviews.

As a potential candidate, you should ask to see a copyof the briefing document. If you are told that you can-not see it or that none exists, politely ask why. In some

cases, issues of confidentiality may preclude sharing oreven creating a briefing document. However, if you dontee the briefing document, conduct a bit of research toatisfy yourself regarding the credentials and status of theearch firm.

D T XUT P ?

In general, the client organization can expect the follow-ing services from a retained executive search firm, whichalso reflect the sequence of the search:

Meeting with the client to develop an under-tanding of the organizations structure, cul-

ture and needs as well as the positions re-quirements.

Signing the retainer agreement and creatingthe briefing document, which together iden-tify the requirements of the position, scope of

ervices, search manager, general timetable,fees, expenses and cancellation policy.


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Conducting thorough, independent research

to locate qualified potential candidates for theosition.

Submitting verbal and written reports on therogress of the search, including feedback

from the marketplace. (is is an important,but often overlooked, service of search firms.)

Evaluating potential candidates by interview-ing them, verifying their credentials and as-essing their strengths and weaknesses.

Preparing and submitting written reports andevaluations of short-listed candidates prior to

their interviews with the client.

Before a candidate is offered the position,conducting a comprehensive reference checkon behalf of the client.

Conveying the offer to the candidate, par-ticipating in the negotiations and facilitat-ing communication to maximize the clientschances of recruiting the first-choice candi-date.

Following-up with both client and candidate

after the starting date and, if necessary, help-ing to integrate the candidate into the newjob and corporate environment.


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Retained search firms tend to perform these services

more effi ciently and effectively than the hiring organi-zation can, while acting as a buffer between the clientand the candidates. In subsequent chapters, we will dis-cuss ways of dealing with the search consultant and thehiring organization at these various stages of the searchprocess.

ere are several other factors to consider when work-

ing with a retained search firm, as a candidate or as ahiring authority:

A retained search consultant will not presenta candidate to more than one client simulta-neously unless there are exceptional circum-tances and all parties involved have agreed to

this course of action.

A search consultant will not accept fees fromexecutives to provide career advice or helpthem find a job.

While search consultants work for the cli-ent company, they also build professional re-ationships with candidates. Consultants of-ten remain in touch with candidates for years,even decades, over the course of their careers.

In a successful search, all partiesconsultant,

client and candidatefully understand theirrights, responsibilities and obligations to eachother.


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In a search, you become a candidate only afte the

consultant has conducted an initial evaluation of yourqualifications and you have expressed an interest in theosition.

T U ULD XPT

s a candidate, you should expect the following whenyou deal with a retained executive search consultant.is section is adapted from AESCs Candidates Bill ofights, see Appendix.)

Confidentiality: When you become a candi-date for a new position, you assume some riskthat your current employer may learn about

it. You are therefore entitled to the highestevels of confidentiality from the search firmand the hiring organization.

ull Disclosure: To make the right decision,you must be given all the information youneed regarding the search firm, hiring orga-

nization and position. (However, during yourfirst conversation, you are a potential candi-date, and the search consultant need not di-vulge sensitive information about the client orthe position at this stage.)

rofessional Treatment: e search consultanthould have a clear understanding of the posi-

tion and its requirements as well as the orga-nizations culture. e consultant should an- wer your questions honestly, be organized


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and prepared, and respect the time you are in-

vesting.

Adequate Process Details: e search consultanthould tell you about the time frame of theearch, the steps that lie ahead and the people

you will meet before a decision is made.

No Pressure: e best executive placementsoccur when the candidate has time to makea thoughtful decision. A search consultanthould never try to hurry your decision orressure you to accept an offer. e consul-

tant should, however, inform you of deadlinesand the implications of making or not mak-

ing a timely decision.

Candidates working with a retained executive searchconsultant clearly enjoy several benefits. While its truethat search consultants represent the interests of theirclientsthe hiring organizationsthey also work to en-

ure the best fit between candidate and company. (atis in the clients andthe candidates best interests.) A con-ultant will therefore evaluate that fit along with a candi-

dates qualifications for the position. He will also supplyvaluable information during the interview process, in-cluding insights into the corporate culture and, usually,the people you will be meeting in your interviews.

Bear in mind that it is your responsibility to presentyourself properly in all interviews and negotiations. Eveno, working with a retained search consultant gives you

the point of view of a professional who knows the client,


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job market and position better than you do, without be-

ing an employee of the hiring organization.Now lets turn to ways of attracting the attention ofexecutive search consultants (the subject of Chapter 3).

T PT

If a search consultant approaches you as a can-didate for a position, ask whether the posi-tion is being filled on a retained basis. isaffects the handling of your candidacy, the in-formation you receive and your access to se-nior management.

As a candidate, ask to see a copy of the briefing

document, which defines the scope and du-ties of the position. In some cases, the searchfirm cannot share the briefing documentornone may existdue to issues of confidenti-ality. But if there is a briefing document, you

ave solid information on the position and itslace in the organization, so be sure to request

it.

As a candidate working with a retained execu-tive search consultant, you should expect con-fidentiality, full disclosure, professional treat-ment, adequate details on the hiring process

and no pressure to accept an offer.

Remember that the search consultant rep-resents the hiring organization and that it isyour responsibility to represent your interests.


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However, search consultants try to ensure the

best fit between candidates and clients, andthey see relationships with candidates as assetsto be cultivated.

If you pass the initial screening on the tele-hone and the evaluation of your resume, you

will meet with the search consultant to deter-

mine whether you go onto the short list ofcandidates to be presented to the hiring orga-nization.


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C H A P T E R 3

Making Yourself Visible tothe Search Community

Youll recall that the staff at most search firms includesresearchers as well as search consultants. You want thoseresearchers and consultants to know how to find you. Inthis chapter, we look at tools and tactics you can use tobring yourself to their attentionand how to handle theinitial phone call from a search professional.

If a researcher phones you and determines that youare qualified forand interested inthe position, he

will pass your name on to a search consultant, who willcall you within a few days. If you are already in the searchfirms database and meet the positions general qualifica-tions, the first call you receive may be from the consul-tant. In any event, you heighten the chances of receivinga call if you make sure that a few search firms are awareof you.

Before making any phone calls, the search consultant andresearch staff design a strategy for the search. ey reviewthe briefing document and discuss the qualifications andocation of the job and of potential candidates. e con-ultant and staff identify likely sources of superior can-

didates in industries, functional areas and specific com-aniescalled target companieswhich often include

competitors. Also, they will identify possible sources,

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25aking Yourself Visible to the Search Community

people who they know are not suited to the position but

who can help them network toward someone who is.Researchers will then review the firms database ofpotential candidates. ey will browse the websites oftarget companies and other online sources such as theBlueSteps database (www.bluesteps.com), which is freeto all search firms who are AESC members. Researcherswill cold-call people they do not know but have identi-

fied from websites and other sources such as conferencebrochures, articles in the business press and directoriesfrom industry associations. Researchers also networkamong people they know from past searches, includingexecutives they have previously placed, people in indus-try associations and even business journalists, industry

analysts and other observers of the business scene.is effort produces a target list of sources andprospects (the latter being potential candidates). A goodnumber of these people have never been contacted by theearch firm, only identified. Nor have they been evalu-

ated for the position; this initial screening only placesthem on the target list, which directs the search toward

the most promising avenues. is initial targeting alsoprovides your entry point into the search process, be-cause ou must be identified as a potential candidate before

you can be evaluated as one.

U PPT?

If you are contacted by a search professional, that meansyou have been identified as a possible source or prospect.

hen a researcher calls, you may wonder which of thetwo you are.


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source is someone the search firm contacts to gather

names of executives who might be suitable for the posi-tion. en the researcher or consultant calls those execu-tives and either finds that they are indeed potential can-didates or continues networking toward such candidates.If you are a source, the researcher may start by sayingomething to the effect of, Im calling from an executiveearch firm about a position that we are retained to fill. It

may possibly be of interest to you, but if not, then per-aps you will know others for whom it may be a fit. e

researcher will then briefly describe the position (e.g.,senior vice president of marketing for a major consumer

roducts company) and ask if you know of a potentialcandidate or additional source.

In contrast, a prospect is someone the search firmcontacts as a potential candidate for the position. eresearcher or consultant believes that a prospect possessesthe broad qualifications for the position, and wants toevaluate that persons qualifications and interest in theopportunity.

Many times a source turns into a prospect. A recent

ESC survey found that search firms reported this to bethe case 23 percent of the time. In any event, a call froma search professional who views you as a source givesyou an opportunity to establish a relationship with thefirm. If you can provide names and contact informationfor one or more prospects, do so. At your request, theresearcher or consultant will either use or not use yourname when approaching these people. If you dont wantyour name used, be sure to say so.

ell discuss how to handle initial phone calls later inthis chapter, and in more depth in Chapter 4. Now lets


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look at how you can get your name onto these lists of

ources and prospects.

GTTG TD

You can become visible to the search community throughtwo strategies: by increasing your visibility to the entirebusiness community and by cultivating relationships withearch professionals. We suggest that you pursue both.

is amounts to something of a personal public relationsprogram, which is not as diffi cult as it may sound. Werenot talking about getting you on the cover of ortuneorBusiness Weekalthough that would be nice. Were talk-ing about your becoming known in your industry andprofession (assuming that youve already achieved fame

within your organization; if you havent, start there).hat tactics can you use to raise your visibility? ere

are various avenues, assuming that you hold a true execu-tive position. Here are seven proven ways to bring your-elf to the attention of the executive search community:

Join organizations

Break into print

Be accessible to search professionals

Target recruiters and build relationships

Keep an updated resume handy

Be visible online

Network, and then keep networking


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Lets take each of these in turn:

Join Organizations

To become known in your profession, join your compa-nys industry association and your professional organiza-tion. Your company no doubt belongs to a trade groupor association. If it doesnt, have it join one; then becomeone of your companys representatives. eres an associa-tion for virtually every industry and functional area, be itmarketing, finance, IT or HR. ere are also associationsfor specialties within functions, such as direct-market-ing professionals, corporate treasury managers and so on.

heck the Web and, in your local library, hard-copy andD-ROM directories of business and professional orga-

nizations.But its not enough to join a trade group or associa-

tion; you also have to become active in it. Attend theregional, national and international meetings and con-ferences, and make the most of these networking oppor-tunities. Better still, offer to serve on the conference pro-gram as a speaker, panelist or moderator, holding forthon your area of expertise. Simply being featured in theconference brochure generates positive exposure.

lso, volunteer for the next opening on a standingcommittee, such as the best-practices or ethics committee,or join one which plans and coordinates the associationsconferences. Conference committees alwayswant a help-

ing hand. Its a great way to meet people who are heavilyinvolved in the organization and in their industry. eseare the people you want to know and be known to.


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Break into Print

Take advantage of the past two decades explosive growthin business publications and media coverage. When youare promoted, make sure its announced in your indus-trys trade publications and the business section of yourlocal newspaper. If you are instrumental in a (positive)tory about your company and it is appropriate, work

with journalists, through your corporate communica-tions department, to get your name involvedwithoutgrabbing undue credit or upstaging your boss.

rite articles for your organizations newsletter oryour industrys trade magazine. If you can land a col-umn in a trade magazine for a period of time, so muchthe better. Regional business magazines and even city

business newspapers are other promising outlets. esetactics may seem unrealistic to some readers, but otherswill know that theres nothing magical about it. Businesspublications constantly need features, news and informa-tion, and they are happy to get them from someone withexpertise and authority.

Dont worry if you freeze up at the sight of a blankord file or dont know a verb from an adverb. Trade

magazines often lack good material and, unless you aremasquerading as a freelance writer, they usually expect anexecutive to submit a rough draft. eir editors can edityour piece. If your company has a communications de-partment, try to tap a ghostwriter there. Or perhaps you

can simply serve as an interviewee or a quote source. Ab-ent that, towering stacks of books have been published

on how to approach editors and get yourself into print.


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Be Accessible to Search Professionals

Believe it or not, there are executives who fend off phonecalls from researchers and search consultants. Otherstreat them as if they were pesky salespeople. is doesntexactly increase visibility in the search community. Itsalso counter to executives interests. After all, a search

rofessional is typically calling on the basis of researchthat indicates the prospect may be qualified for greaterresponsibilities.

hy would anyone avoid such phone calls?Some executives seem to believe that talking to a re-

cruiter is disloyal to their current employer. Others thinkthat the conversation will be discovered and that theywill be escorted out of the building by the security staff.

In fact, its quite likely that their superiors regularly speakwith recruiters and almost certainly employ them. Moreto the point, that loyal executive would be promptly laidoff or terminated if the companys financial situation dic-tated it. Few people sentimentalize their employers any-more, but if you do, please consider the idea that youmay owe yourself and your dependents even more loyaltythan you do your employer. Dealing with a search pro-fessional is a business situation, just like dealing with anemployer.

retained search consultant will respect your con-fidentiality and time. If you prefer, he will call you at

ome during off-hours. He will not pressure you to di-

vulge information or pursue an opportunity against yourwishes. He will not submit your resume to anyone with-out your permission. Some search consultants may seema bit crisp in their manner at first, but thats a matter of


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personal style, which invariably softens as the relation-

hip progresses. So dont be put off on that account.Everything we suggest in this book assumes that youare at least willing to converse with executive search con-ultants once you know that they are legitimate (more on

this in Chapter 4). In fact, simply returning calls fromearch firms can put you on their radar screens: An AESCtudy found that 46 percent of surveyed researchers re-

ported that not having calls returned was their greatestfrustration. Also, be sure your administrative assistantor receptionist knows that you accept calls from peopleyou dont know (though you may still want to instructthat certain people should be screened out). e sametudy found that 40 percent of researchers cited aggres-

ive gatekeepers as a major barrier to contacting potentialcandidates.For obvious reasons, a search professional often wont

identify himself as a recruiter or name his firm in a mes-age left with a third party. Most will simply leave a name

and phone number and say that theyre calling regardingpersonal business or working on a consulting assign-

ment or research. Today, however, most executives canhave calls put through to private voice-mail boxes. In-truct your administrative assistant to direct calls of this

nature to that mailbox. en return those calls. Youllhave to ignore or shake off the occasional unwanted call,but you will at least know when you are being consideredfor a potentially better position.

Target Recruiters and Build Relationships

Target specific recruiters and build relationships withthem before you need a new position. Search consultants


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typically approach people who are already employed, so

approach them when you hold that status. (is is not toay that a search consultant wont present a qualified butunemployed candidate.)

s mentioned in Chapter 1, search consultants special-ize along industry or functional lines, or sometimes both.Most cover several specialties.) It therefore makes sense

to target a small number of search firmsand specific

consultantsthat you want to know about you. You canidentify retained executive search firms, as well as indi-vidual search consultants, by visiting the firms websites,which you can access through links at www.aesc.or . Inaddition, use SearchConnect, the interactive membershipdirectory of the AESC, which lists all member firms and

their consultants by geographical location, function andindustry at www.aesc.org or via www.bluesteps.comYou can simply cold-call or e-mail a search consul-

tant who covers your beat. While its preferable to be ap-roached by or referred to search consultants, most of

them will listen to any competent executiveup to aoint. Keep it brief and say that you understand his areas

of specialization cover your field of experience, and thatyou would welcome a few moments to talk about marketopportunities.

lthough many search assignments are confidential,ome firms post those that are not onto a section of their

websites. It can be worthwhile to check the sites of yourtargeted firms to see if new positions have been posted.

pply only for positions for which you are suited or you will damage your credibility and squander your time.

lso, remember that if you are in the firms database or


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the BlueSteps database, search consultants can find you

when they have a position to discuss.hen a recruiter calls, first establish their legitimacy.Once you are satisfied, be friendly and frank about yourbackground. Dont be afraid to sell yourself in an intel-ligent way. For instance, when you talk about your ex-perience, mention accomplishments that benefited yourorganization. If you are multilingual or have any special

kills or a desire to relocate (especially overseas), mentionthat as well. If you come across as friendly and helpful aswell as successful, youll probably hear from the searchconsultant again. If you were the consultant, whomwould you call? Someone friendly and helpful, or some-one else? Over time, you and the consultant will become

more comfortable with one another. If the consultant ison a search to fill a position that youre qualified for, youmay well be the first person called.

Have an Updated Resume or Curriculum Vitae (CV)

is may seem basic, and it is. Yet, as you know, successcomes partly through diligent execution of the basics.Here are a few Dos and Donts:

Do:

Clearly state your employers, titles and func-tional responsibilities, such as finance, mar-

eting and so on. is will help researchersretrieve your resume when they search theirdatabases for matches on those key words.


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Use strong verbs and phrases such as led,

achieved, and produced.

Highlight one or two majoraccomplishmentswith each employer. Mention dollar figures,

ercentages or growth rates whenever you canreduced costs by $8 million or tripled di-

vision revenue in four years).

Send your resume or CV, with a cover letter,to selected databases and search firms.

ont:

Overwhelm readers with long lists of bulletsnder each employer.

Take more than two pages (unless its a con-vention in your industry, as it is in academe).

Use weak wording such as oversaw, was in-

volved in or assisted in.

Put off updating your resume or CV. Telling aearch consultant that you need a few days tout together a resume is not the mark of an

energetic careerist.

Have a brief verbal summary of your experience inmind and consider rehearsing it to yourself. You shouldbe able to deliver these career highlights, talking at a rea-onable pace, in about a minute. Be prepared to expand


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on any point that you make in this summary, if asked to

do so.Most people tend to load a resume or verbal summarywith too many details. ats too bad because the impres-

ive facts get buried among the trivial ones. Choose yourreal accomplishments and let them stand on their own,where anyone reviewing your background will see them.

Be Visible Onlinee Web and various databases have become key researchtools in executive search, as they have in every area ofbusiness. Search firms maintain internal databases ofpeople their consultants have contacted or interviewed.Some firms maintain files of unsolicited resumes, which

may or may not be integrated into their main database.Search firms may also access external databases in the

process of developing their lists of sources and prospects.e use of these databaseswhich might include univer-ity, industry, corporate and association resourcesde-

pends on the search and on the firms experience withthose resources. If your alumni, industry and profes-ional associations maintain databases of biographical or

professional information, consider listing yours. (Be sureto check the accuracy of your information before youubmit it an after its posted on the site.) Browse your

alma maters website and take advantage of any usefulcareer management tools you find there. Also, be sure

that you are represented on your companys website, as-uming that your position warrants a spot, and, if there

is one, in the companys online directory.In all cases, submit your resume, biography and back-

ground only to sites that have credibility (generally these


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are the offi cial sites of recognized institutions) and that

respect confidentiality. Sites that broadcast or sell yourname or information will in all likelihood generate moreannoyance than opportunity.

Network, en Keep Networking

Earlier we said that information (along with integrity)represents a search consultants stock-in-trade. For thatreason, a consultant spends a good portion of the weeknetworking. Talking to people. Listening to people.Bartering information. Gathering factsabout the jobmarket, companies and their plans, individuals and theircareers and so onfor current searches and future refer-ence.

e suggest that you do the same. You need not net-work with the vigor of a search consultant, but enoughto know whats going on in your industry. Also, network enough so that colleagues and contacts think ofyou when they hear from a search professional. People,even some you barely know, will develop an awarenessof you when you take a genuine interest in them andtheir needs. is idea strikes some people as idealistic or,

erhaps, impractical. However, networking can be donein two basic ways: either What can you do for me? orWhat can I do for you?

hich approach do you think works better? Whichapproach does more to increase ourawareness of some-

one else? Most of us remember people who help us, es-ecially if they went out of their way to do so. So when

you take a call from a researcher or search consultant ormeet people at a trade association (or a civic or charitableorganizationvirtually all senior executives belong to at


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leastone), think about what you can do for them. If you

develop this habit, you will be surprised at the number ofpeople you can help, and who will help you.

T T?

Everything! All of these tactics for gaining visibility work.By that we mean that no single tactic will necessarily workon its own, but together they will. Like a corporate pub-lic relations program, a personal PR program succeeds onaccumulated mentions and appearances over time. Re-peated impressions generate name recognition. So use atleast a few of these approaches, and dont expect instantresults. One article or two appearances at conferenceswill not put your name on everyones lips. e more of

these tactics you use and the longer you use them, themore they will reinforce one another by bringing you tothe attention of various people in various ways.

T XT?

If you have used the foregoing tactics, have a record of

achievement and have advanced to a senior-managementlevel (or one level below), you will eventually receive acall from a researcher or a search consultant. You mayeven be targeted by the hiring organization as one of thepotential candidates that the consultant absolutely mustcontact about the position.

However it originates, this could be one of the most

important callsperhaps he most important callofyour career. In the next chapter, youll learn how to pre-pare for it and for the events that will follow.


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T PT

To become a candidate in an executive search,you must first be identified by a search firmand then be evaluated as a suitable candidate.Fortunately, there are specific tactics you can

se to increase your visibility to search profes-ionals.

To make yourself more visible to the searchcommunity, make yourself more visible to thebusiness community. Do this by becomingactive in organizations, getting your name in

rint and networking vigorously. You can alsoestablish a relationship with a search consul-

tant by contacting a few who work in your in-dustry or discipline.

Be accessible to search firms by takingandreturningphone calls from search profes-ionals. is alone will position you to make

connections that many executives simply pass

p.

If you have not already done so, register yourresume with the AESCs www.blueste s.com.Use easy-to-access keywords to heightenyour resumes chances of retrieval in database

earches.

Keep a resume or CV, and rehearse a brief ver-bal summary of your background and experi-


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ence so you are prepared when a search pro-

fessional calls.

ink of drawing the attention of search pro-fessionals as a long-term project and as partof a larger strategy to gain visibility in yourindustry and profession. e tactics in thischapter will work you use a few of them

consistently over time.


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C H A P T E R

When Opportunity Knocks

hen you receive a phone call from a search firm, eithera researcher or a search consultant will be on the otherend of the line. As you know from Chapter 3, he willbe contacting you either as a source or a prospect, butremember that sources often morph into prospects.

In this chapter we show you how to handle that initialhone call and subsequent calls, which lead to interviews

first with the search consultant and then with the hiringorganization.

PG L

Researchers and consultants all have their individual ap-roaches, but generally they open the initial telephone

conversation with some version of:

Hello, Im Steve Smith calling from Quest As-sociates International. Were an executive searchfirm that has been retained by a ______________ [global financial institution, European food

processor, etc.] to assist them in hiring a chieffinancial offi cer for a $350 million division of

heirs.

t this point do notask, How did you get my name?It wastes time and usually elicits a vague answer. If itsgermane, the consultant will volunteer that information.e question also smacks of mild paranoia. Worse, it

40


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1When Opportunity Knocks

may imply that you perceive yourself to be so insignifi-

cant that youre astonished that news of your existencewould reach the ear of a search consultant.Instead, simply indicate your willingness to have a

brief conversation. But first ascertain who is calling you.Ask if the consultant is working on a retainedsearch. At aminimum, you want to know whether the caller is work-ing on a specific assignment or simply fishing for candi-

dates or resumes.Ask for the name and location of the search firm and,

if it is not familiar to you, quickly check their website forinformation, or ask the consultant to send a brochure.Also check www.aesc.org to learn if it is a member of theAESC, which is the professional association of retained

executive search firms. If the firm is a member, it hasbeen vetted for professional practices and reputation andrecognizes the Candidates Bill of Rights(see Appendix).

Now, back to the conversation: e caller may throwin a detail or two about the location of the job, the amountor type of experience or any special skills required, suchas a specific language. en he will ask:

Would you be interested in learning more aboutthis opportunity?

At this point you must decide whether you possessthe broad qualifications for the position and if you haveany interest in pursuing it. If youre not sure, one sensible

response would be to say, Id like to hear a bit moreabout the position. at buys you a moment to think,and you may hear another detail or two. e consultantmay give you the name of the client or may not, even if


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you ask. Many search consultants, as a matter of discre-

tion, wont name the client until they know they have aqualified, interested candidate on the line.In any event, the consultant will soon say:

Tell me a bit about yourself.

Here is where the brief verbal summary of your back-

ground mentioned in Chapter 3 comes in handy. Deliverit in a friendly, matter-of-fact manner and then stop talk-ing. Do not ramble on or go into great detail. Armedwith the briefing document and their experience, search

rofessionals can quickly size someone up as a potentialcandidate.

f you are not a potential candidate, the caller will let

you know in polite terms, saying, for example, I dontthink this position would be quite right for you. If youtill believe you should be considered, you can say so and

mention your reasons, which may or may not make adifference. If not, accept that fact. en, assuming thatthe caller has come across as a professional, you should

ursue a relationship. Offer names of potential sources orrospects or offer to call back in a day or two after think-ing about who might be of interest. Ask the caller for his

hone number, thank him for calling and tell him thatyou would be interested in hearing about future posi-tions and in helping out on a search if you can.

e caller may ask you to suggest potential candi-

dates or help him understand the structure of a certaincompany. You may initially feel imposed upon, but keepin mind that relationships are built on shared informa-tion and experiences, and you are trying to establish a


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relationship with the search consultant. You should, of

course, reserve all confidential or sensitive informationabout your company and other people. But it pays to behelpful, and you may benefit a colleague. Again, be sureto get the callers name and contact information.

If you are considered a potential candidate, its impera-tive that you handle this initial call well. Even if you arenot ultimately referred to the client organization, you

till have an excellent opportunity to start a relationshipwith a search firm.

G DDT

As noted, to become a candidate you must be interestedin, and qualified for, the position. If you express inter-

est in the position at this time, then the search consul-tant will assume your continued interest in the position.But consider any non-compete or employment contractsthat you have signed. Some contracts have provisionsthat may preclude or limit your job mobility. If thats thecase, say so right away to avoid wasted time or mistakenimpressions.

Before meeting in person, the consultant will wantto obtain some information regarding your qualificationsand then decide whether you are a definiteas opposedto potentialcandidate for the position. Answer all ques-tions (that is, those that you feel comfortable answering)truthfully. After you supply this additional information,

do not be surprised or disappointed if the consultant tellsyou that the position is not appropriate for you. at isthe most common outcome. e consultant knows farmore about the job and the client company than you do


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and is therefore in a better position to determine whether

you would be a good fit.t this point the search consultants assessment in-volves the following four issues, and you can expect talk-ing points and questions along these lines:

Issue #1: Are you at the right level for the position?

Tell me about your current position and thedepartment or functions that you manage.

How does your department fit into the or-ganizational structure? To whom do you re-

ort?

How many people report to you? What keyositions report to you? What do the people

who report to you do?

What are the companys annual revenues?How large is your department in terms of rev-

enue or budget?

Issue #2: Do you have the right kind of experience for theposition?

Give me a brief chronology of your career: ed-cation, employers, key positions and com-ensation history.


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Tell me about the different roles you have had

in your career. Which roles have you most en-joyed?

Were any of these positions held outside yourcountry of citizenship?

What do you consider the major accomplish-

ments in your career? To what do you attri-bute those successes?

Issue #3: Can the client offer you competitive compensa-tion?

What is your current compensation range?

What is your base salary, and what is your po-tential (and actual) bonus and other incentivecompensation?

When was the most recent increase in your

compensation? When do you expect yournext increase?

Issue #4: How interested are you in considering a newposition?

How long have you been with your currentcompany? How do you feel about your cur-rent responsibilities, compensation and paceof advancement?


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At what type of company and in what role

would you most like to work?

Have you considered a career change recently?re you willing to relocate? Travel?

What are the terms of your current employ-ment? Do you have an employment contract?

If so, when does it come up for renewal?

Would you be interested in learning moreabout this opportunity?

You probably wont have to field all of these questionsin the initial telephone conversation. At this stage, you

and the search consultant are getting to know each other.f course, from his standpoint the consultant has a bi-

nary decision to make: He either adds you to the list ofcandidates or screens you out. Again, being screened outis not a bad thing. You have lost nothing. In exchange forpending 15 or 20 minutes chatting on the phone, youave made a new, possibly valuable contact.

If your answers to questions like those above indicatethat you fit the desired profile, and you have expressedinterest in the position, you become a potential candi-date. Be prepared to send a copy of your resume to theearch firm. Also, request the website addresses for theearch firm and the client. Ask for a copy of the briefing

document for the position as well. Tell the consultant thebest method and time to reach you, and ask about his

referred method of communication.


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U QUT

Of course you will have questions too. Typically, eitherbefore or after posing questions like those above, theconsultant will tell you the name of the company and thepositions title, location, reporting relationships, respon-ibilities and compensation. While the consultant wants

to determine whether or not youre a potential candi-date, he also wants the job to sound attractive. After all,if youre qualified, hell want you to pursue the position.

If the recruiter reserves the name of the company,or other details you would like to know, ask why. eearch, or certain details about the position, may be con-

fidential. Or he may simply be holding back some in-formation, such as who would interview you, until you

need to know it or until it is likely to pique your interest.In any event, if you ask for information you are express-ing interest, and that may prompt him to reveal more.

You might ask about reporting relationships above andbelow the position, about whether this is a newly-createdor vacated position (and if the latter, how long its beenvacant) and about its overall responsibilities. Be sure toask about the timeline of the search. How soon can youexpect to hear whether you are a candidate? If you are,when will you meet with the search consultant? If geo-graphical location is an issue, where will you meet?

T F U T TTD?

If, after learning more about the opportunity, you arenot interested in it, say so. eres no point in wastingthe consultants time (and yours). However, by way of


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building a relationship, you should provide any leads to

other candidates or sources that you can.

TT F T

From the consultants standpoint, a search is somethingof a numbers game in which they cast a fairly widenet at the beginning of the assignment, and then selec-tively winnow out prospects and candidates. On a typicalearch engagement, 34 percent of AESC member firms

reported that they contact more than 70 people by tele-hone. As the search progresses, the consultant creates

a list of the actual candidates that the search firm willresent in the form of resumes and written impressions.

e consultant will also conduct in-depth, in-person in-

terviews with candidates. ose who make that cut go onthe short list of candidates who will interview with theclient company.

fter you have been initially contacted, you shouldear from the search consultant in seven to ten business

days if he wishes to pursue matters with you. During thatinterval, the search firm may check your background andreferences as well as those of other candidates. (More onthis in Chapter 5.) Often this will occur after you meetwith the consultant, but before you interview with theclient. You can use this time to learn a bit more about theearch firm and the company. Until you hear that you will

be meeting with the consultant, you need not invest too

much time in preparation. However, be ready to movequickly. If the search is urgentand many arethe con-ultant and the client may want to meet with you veryoon after deciding that you are a desirable candidate.


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If you dont hear back from the search consultant in

even to ten business days, call and ask for an update onyour status. If you do not make the next cut, ask for feed-back. You may not get a frank answer unless you pressfor one, and even then you may not. Search consultantstend to be diplomatic about such matters, and they arenot in the career coaching business. You might ask ifthere were any specific holes in your experience that you

hould fill.Be sure to end the interchange on a positive note:

ank the search consultant for his time and consider-ation, and tell him that you would be interested in hear-ing about any positions that he believes might be a fit.Mention, too, that you would be happy to help out as a

ource on any future searches in your industry or func-tional area.

T D

If, on the basis of the telephone conversation and yourresume, the search consultant considers you an actualcandidate, interviews will be the next step. First you willmeet with the consultant and, if you pass muster, thenwith the hiring organization. In the next chapter youlllearn what to expect in these interviews, and how to han-dle them.

T PT

When a search professional phones you, askthe name of the search firm and check their website or www.aesc.org for more informa-tion.


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If you are contacted as a source or as a pros-

ect who turns out not to be a candidate, youtill have an excellent opportunity to establisha relationship with the search consultant.

In the initial phone call the researcher or con-ultant wants to determine whether you are aotential candidate based on your qualifica-

tions and interest in the position.

If you are a potential candidate, either in thefirst or second call the search consultant willdetermine whether you are truly a candidate.Toward that end, he will ask questions aboutyour level of responsibility, experience, com-

ensation and interest. You should also askquestions about the hiring organization, posi-tion, reporting lines, responsibilities and com-

ensation.

If you pass this level of screening, the con-

ultant will request a resume or CV. e sub-equent step, which he may suggest at thisoint, would be for you and the consultant to

meet for an interview.


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C H A P T E R 5

An Insider View of the Interview

At this point you have been judged by the search consul-tant to have the broad qualifications for the position. Yetthe most crucial parts of the processthe interviewslieahead. No matter how good your qualifications are, youmust perform well in the upcoming interviews in orderto receive an offer.

Interviewing in the context of an executive searchinvolves two stages: first, the search consultant will in-terview you, then, if that interview is a success, you will

progress to several interviews with the client organiza-tion. In this chapter we focus on how to prepare for andhandle these interviews.

T F T

e interview with the search consultant might appear

to be a more casual, lower-stakes situation than the inter-views with the client. Yet the way you handle this inter-view determines whether you will meet the client. It willalso determine whether the search consultant views youas a viable candidate for future positions, in the eventthat you are not placed on the current assignment. atsa real consideration, because at this stage you are prob-

ably one of six to eight candidates for the position. reeto six candidates will typically be referred to the client forinterviews, and only one will receive an offer. If the lead

51


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candidate turns down the offer, that offer or a similar one

is normally extended to the next candidate.e consultant may want to interview you in his of-fice, but possibly not. Often, logistics or a desire for aneutral environment will result in a meeting over break-fast, lunch or dinner. A search consultant coming fromout of town may hold successive interviews in a hotelroom or rented conference room. In that situation, the

consultant cannot hold all interviews over meals, al-though some do schedule back-to-back lunches. (Lightunches, of course.)

herever the interview occurs, the consultant hastwo objectives: to determine whether your experienceand qualifications truly match the requirements of the

osition, and to determine whether your personality andtyle will fit the organizational culture.

PPG F T T

To prepare for both search firm and client interviews,first review the briefing document. Focus on the specificqualifications and experience needed for the position.For example, the client may be seeking someone with in-ternational marketing experience. In that case you wouldwrite down all the positions you have had and evaluateeach one for your involvement with international mar-eting. As noted, be as specific as you can in terms of

your accomplishments, quantifying any increases in rev-

enue, profit or market share. Be sure to consider any spe-cial projects, task forces or committees you have servedon or headed.

Before the search firm interview, learn enough aboutthe organization to be able to ask about the companys


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53An Insider View of the Interview

trategy, situation and plans. Know whats on the orga-

nizations website and whats been written in the busi-ness press over the past year or so. If the companys stockis publicly traded, read its most recent annual report tohareholders and understand its financial condition.

Prepare good questions about the position. Is it in anarea that has been growing, contracting or flat? What-ever the case, what is managements strategy? Is the client

eeking someone to capitalize on an opportunity or topolish a lackluster operation? What is the upside poten-tial and downside risk of the position? e consultantsanswers to these questionsthose that he can answerwill help you frame further questions for the client. Inall interviews, ask questions in a positive, open manner.

Never appear to be negative or suspicious. Speak matter-of-factly to show that you understand business has its upsand downs and that you want to be prepared for both.

Also, anticipate the likely questions that you will beaskedsamples of which followand prepare yourselfto deliver your answers naturally:

What do you consider your major career ac-complishments?

Why are you interested in this position andthis organization?

Why would you consider leaving your current

employer?

Where do you see yourself in three, five andten years?


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What specific short-term contributions do

you feel you could make to this organization?

Give an example of a challenge or problemyou faced and how you dealt with it. Give an-other example.

What do you consider your strengths and

weaknesses?

In all cases be as factual as you can and be positive.void self-deprecating remarks but be honest and forth-

coming. is will be appreciated by the search consul-tantremember, nobody is perfect.

Finally, be sure to bring up any concerns prompted by

your research. If sales or profits have been flat or falling,if the company has been selling divisions or the stock hastaken a beating, ask the search consultant about it. If youdont want these concerns mentioned to the company,ay so. But, again, raise your concerns in a matter-of-fact

manner.

D U G

Like the earlier discussion of resumes, this section mayeem basic to you, but dress and grooming greatly affect

the impression you will make. e strategy of dressingfor the job you want has been around for a long time,and is still terrific advice for interviewees for senior ex-ecutive positions. e search consultant and the clientdont know you. erefore, they will inevitably base theirinitial opinion of you mainly on your appearance andyour way of expressing yourself.


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hereas most clients prefer candidates for executive

positions to take a conservative approach to dress andelf-expression, some industries, notably advertising andentertainment, not only tolerate but welcome executiveswith a more creative image. Many (but not all) executivesin those industries wear trendy clothing and sprinkle theirconversations with hip expressions, and like to be aroundpeople who do the same. But in most industries, clients

want their organizations helmed by men and women inconservative suits, sensible shoes and conventional hair-tyles. ey are also reassured when candidates mention

mainstream pastimes and vacation spots.at said, be yourself and things will work out for the

best. If you are creative and trendy, you probably wont

be recruited to head the investment function at a ma-jor insurance company. Similarly, if you favor pinstripeduits and dont know rap from hip-hop, you probably

havent been asked to head up a new division of a musicTV channel. Search consultants are adept at matchingcandidates to organizations, so when you interview withthe client, maintain the persona you presented to the

consultant.

FU TP F T

Both search consultants and hiring organizations mightemploy any of the four basic types of employment in-terviews: the behavioral-based, conversational, panel or

tress interview, or some combination of two or more.Heres what to expect in each type of interview:


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Behavioral-Based Interview

In the behavioral-based interview, the interviewer asksquestions in a specific order to give you the opportunityto demonstrate certain behaviors and personality attri-butes. Quite often these questions are phrased along thefollowing lines: Give me an example of a time when you

erformed under pressure.Your answer to that question should demonstrate how

you respond to pressure. So rather than saying, I gener-ally handle pressure well, describe specific decisions andactions that you have taken in response to pressure. Youmight also describe a specific approach that you use indiffi cult situationssuch as Ask, Analyze and Actandthen give an example of how you applied that approach.

From the examples you cite, the interviewer tries to gaugewhether you have the skills to perform in the position.

Conversational Interview

conversational interview is what it sounds likean in-terview framed as a conversation. is is the most com-

mon type of interview. Some people who use the con-versational interview are either unprepared or judge youmainly on chemistry or how you come across. However,most interviewers who use this approach have specificquestions they want answered. e more skillful oneswill jump around from topic to topic, sometimes circlingback to see if you give consistent answers or add depth or

examples to earlier answers. Be prepared to do so.Dont let the less formal tone of this type of interview

ead you to believe that it is a casual conversation. It isnt.e interviewer is judging you as much as he would in


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any other mode of interview. So dont relax too much.

Stay focused and use the same tone the interviewer uses.Answer all questions completely and with specific exam-ples. Also, if the interviewer asks for your career or lifehistory, he is handing you a long length of rope. Makeure you dont hang yourself with it by becoming so fas-

cinated with your early achievements that you leave littletime to cover your more recent experience relative to the

current opening. Summarize the early part of your ca-reer in an organized, fast-paced way and then bring yourmore recent achievements to the fore.

Panel Interview

As the name implies, in the panel interview you simulta-

neously face two or more interviewers. If you doubt yourmemory, take a moment to write the interviewers namesand titles on a pad in seating chart fashion. Maintaineye contact mainly with the person who asked you thequestion, but include the others in your reply as well.

Stress Interview

e stress interview is the most diffi cult type. e inter-viewer may ask rapid-fire questions, display a brusquemanner or even challenge you somehow. Your first reac-tion might be irritability or anger. Neither of those re-ponses will win you points. You will only appear to be

easily rattled, which is exactly what you want to avoid.

To handle the stress interview, first realize that the in-terviewer doesnt know you, so theres no reason to takehis aggressive manner personally. Second, understandthat you are being tested on how you deal with stress,pressure and unpredictability. ird, remain calm and


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answer the questions directly, as you would in a behav-

ioral-based or conversational interview. If the interviewerrushes you, repeat the question back to him to buy sometime to develop your answer.

In AESCs recent survey, 49 percent of search firmsreported that they use the conversational approach to in-terviewing candidates, 34 percent said they use a combi-

nation of methods. So be ready for anything they throwat you.

T T G GZT

Before interviewing with the client, talk with the con-ultant about what to expect. You might even ask for

ome interview prep time on the phone. While searchconsultants are not job-search coaches, theyre intimatelyfamiliar with the interview process. Moreover, the con-ultant has interviewed you and wants to see you success-

fully complete your subsequent interviews. By requestingelp, youre telling the consultant that youre seriouslyursuing the position and that you value his expertise

and opinion. Most search consultants will assist you.Speaking of seriously pursuing the position, we sug-

gest that you do exactly that. Never go into an interviewjust to see what youre worth in the market. is isnt afishing expedition. In the first place, that would not bean honest way to treat the search consultant or the client,

book your career

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