Executive Talent Topics Fall 2002

Dean and Associates serves clients with executive search and consultancy services. Our Executive Talent Topics is a new publication that we will deliver to our clients both in hard copy and electronically. If you would like to be added to our electronic mail distribution please sign-up at this link.

State of the Market

In today’s market finding a good candidate who is the right fit is still a challenge. There are more people on the market than in any time most of us can remember including some very talented people. A highly focused ad, selectively placed, will yield over 400 responses. Sorting and assessing these is difficult even assuming that the resumes are an accurate representation of the candidate’s skills and experience.

This market is further complicated because in-demand executives are more reluctant to leave a stable, proven company. This risk-adverse behavior results in demands for higher cash compensation and significant equity. So while there are more candidates, the filtering and assessing necessary to find a winner that fits your environment is more labor intensive. When you find an “A” player, they are likely to be reluctant to switch firms, will require more guarantees and will do more due diligence on your firm. Given the turbulent nature of our economy, success on the first try is imperative.

Companies often fail in the hiring process because they do not clearly define and understand what they are looking for in an executive. The selected candidate often fails because she has not effectively evaluated the conditions for success or he lacks a good understanding of the change process and the ability to execute or make the necessary transition happen.

How Do New Leaders Succeed?

When organizations are selecting new leaders, they tend to focus on skills and experience. This is necessary, but it is not sufficient. Right From The Start, by Dan Ciampa and Michael Watkins explores how and why new leaders succeed. This is a practical, survival guide, supported by research, which deals with leadership and organizational transition. Their research led to interesting findings which are helpful insights for both the employer and the potential candidate. Among these are that three, core attributes are essential for success. The leader must:

• Know and manage yourself
• Create momentum
• Learn how to learn, convey vision and build coalitions

Know and manage yourself
The new leader must be self-aware and tuned into both management leadership and style. Dealing with organizational change and transition is like running in a marathon and requires emotional and mental stamina.

Momentum
Often a new leader is brought in as a change agent and must recognize the need to quickly assess the stated and unstated and the formal and informal ­ strategic plan, operational objectives, culture. It is essential to establish a few targeted priorities that are visible, results oriented, help quickly earn credibility and build momentum.

Learn how to learn, convey vision, and build coalitions
The ability to understand or follow process, communication and particularly effective listening skills are often areas where executives fail to focus attention. Visioning is the process of creating a personal vision of a future state and then making it a shared vision. Together, learning and visioning provide the basis for successful coalition building, enabling the new leader to build the support necessary to achieve early wins and prepare the way for sustainable improvement. A comment from a client in a recent meeting that speaks to this point, “we do not want a control freak, but a leader who can develop coalitions and well defined controls and processes that will help us scale growth.” Coalition building is a form of relationship building. Solid relationships and the ability to then execute the vision are essential to success.

How We Can Help

Our firm assists the client and in-turn the candidate in the following ways:

• Help clearly define the position and develop consensus around the requirements for the position ­ which we do thoroughly, early and quickly in the process.

We believe strongly that finding the candidate most likely to succeed for our client company is critical to a company’s success. Prior to launching a search, we meet and interview key executives in the company to gain an understanding of the corporate culture, values and work environment and quickly develop consensus around the position requirements.

• Sort through the deluge of candidates and present only candidates who are a good fit.

This includes in-depth assessment of the candidates experience and likely probability of being able to make change against criteria such as the three core attributes identified above. You should expect a thorough and complete job in this area including verification of education and detailed reference checks.

However, our focus is not simply looking at best skills and experience, but in addition best fit. A fundamental expectation for any retained search is that all candidates are interviewed and in turn given a position description and good understanding of the company’s environment before an interview with any company representative.

• Focus on good and frequent communication which most often results in a shorter time-to completion cycle and successful placement of the candidate who offers the experience and best fit for your company culture and environment.

We believe this process dramatically increases the speed and likelihood of success.

If you would like to discuss these ideas further, please give us a call or send us an email: deanassociates@deanassociates.com . We appreciate any comments and feedback on future topics you would like to have us address.

Dean Associates P.O. Box 1079 Santa Cruz, CA 95061-1079
| Back to Top |