Posts Tagged Executive Search
Social Media and your job search
Posted by Frank Mortimer in Social Media on February 16, 2010
I’m quite sceptical of people preaching all the wonderful benefits of social media. If you are at a ‘senior’ level you have to be very selective and careful in using these channels. However I’m also convinced that if you disregard it completely you will miss out on opportunities and information in general. Here some experiences of a novice user:
After finishing an intensive six-week course on using social media in December, one of the goals that I have set for 2010 is to actively use it as a job-search tool. This year is supposed to be the year for social media, the year that Twitter finally takes off, so it is very important for me to fully utilize various tools to my advantage.
One of the most important things that I have been doing is Googling my name on a daily basis to make sure that I am not somehow associated to anything inappropriate. I have also created a Google profile so that I can easily be found by potential employers.
I have been adjusting my LinkedIn profile to makes sure it is optimal and effective. I had initially created a very detailed profile, but decided to pare it down and put an emphasis on my core competencies and transferable skills. I want to make sure that my profile triggers more conversations with potential hiring managers, leading to interviews. Of course, a detailed resume is attached to my profile so that I can easily make it available to hiring managers if they request to see it. I have uploaded a profile picture and requested recommendations from former managers to make sure my profile is 100% complete.
I have also joined a number of Linkedin groups associated with finance, prior employers, and school alumni. I follow discussions, ask questions and make comments. This is a very effective way of putting myself out there and being seen. Membership in groups such as those for former Bear Stearns employees also give me access to jobs that are posted in the group forums. I have seen a number of jobs posted by both companies and headhunters, which I have applied for and am waiting to hear back from the hiring managers.
Another tool that I have just started to actively use is Twitter. Although I established a Twitter account over two years ago, I did not actively use it until recently. I have come to the realization that Twitter can be a powerful job searching tool. There are lot of smart and helpful career advisors, bloggers and recruiters that I have discovered and now follow. The wealth of knowledge that these experts distribute with only 140 characters is amazing. And most are more than willing to give advice, whether I ask for it or not. Then there are recruiters that Tweet out job openings, again a great way to find jobs.
There are many other social media tools that I have yet to use. I have learned that I need to balance my time between traditional and non-traditional methods. I continue to make traditional networking a priority, and actively set up meetings and attend events where I have the opportunity to network.
One of the questions that they asked at the end of my social media boot camp was: How will you use what you have learned about social networking in your next job? It is clear that not only will social networking help me during my current job search, but it will give me an edge at my next job, regardless of where I end up. Social networking is coming in with a force to financial services, health care, media, and other industries, and we all need to adapt.
Source: The Wall Street Journal, Henry Chalian
Henry Chalian was a relationship manager at J.P. Morgan before his job was eliminated in May 2009 after seven years with the company. Mr. Chalian, 41, received a masters degree from the London School of Economics in 1995 and is currently completing a certificate of business excellence at Columbia Business School. He lives in Brooklyn, New York
Current Headhunter approach is out of date
Posted by Frank Mortimer in CEO jobs, Executive Search, Uncategorized on February 11, 2010
Finding a new chief executive or chairman has become a transactional process. The mechanics are well established but the search touches only a fraction of the available talent pool.
Unfortunately, today’s headhunters are professional interviewers who do not understand how chief executives work in practice. Top chief executives focus on winning by hiring strong leaders with the right personal qualities. In contrast, their headhunters rely too much on narrow job briefs. There are more fundamental, structural problems within the industry. Headhunting firms are staffed by highly experienced and dedicated professionals, but their incentivisation, approaches and leadership are out of date.
Individual search consultants earn low base salaries, with bonuses driven by the number of searches they sell and execute. This means that they are heavily incentivised to get as many searches done as quickly as possible. Ideally, a client would want a search across as many geographies and industries as possible. In contrast, consultants cut their own pay if they share the work widely with other partners.
With a pressure to transact searches, and client relationships in the hands of individuals and not firms, knowledge growth is slow, built case by case. What they should do is proactively identify the best leaders and emerging leaders wherever they are in the world. Search consultants typically charge a third of the successful candidate’s estimated first-year package, irrespective of whether the chief executive search is successful. It is not surprising that clients hate this.
The search industry must move towards much lower retainers, a success fee for completed searches and far more significant upside if they place a highly successful boss.
We need firms that understand the different types of chief and how they work. A winning firm is a proactive talent scout constantly building a base of the best global leaders.
It transacts fantastically still, but now shares richly in success and is not paid for failure.
We need to move from a passion for clients and fees to a passion for clients and global leaders and a firm belief that fees follow good work. Imagine, a headhunting firm that clients love and employees are proud to be part of and whose candidates create the next generation of global companies. What a prospect.
Extraction of an article by S. Tappin, The Times.
How recruiters select headhunters
Posted by Frank Mortimer in Executive Search, Finding A Headhunter, Uncategorized on February 7, 2010
How recruiters select headhunters, tells you a lot about how headhunters and recruiters from larger companies select candidates. De following a list of questions recruiters are suggested to use to select a headhunter. Bear in mind that the list is made by a headhunter from Signium international.
1. What is your firm’s industry focuses – who are some of your current clients?
This determining factor allows a hiring organization to assess a firm’s market and functional knowledge relevant to their specific situation and need. One must have confidence that the consultant knows where to look for the top talent, and how to engage and recruit them. This confidence will support a cohesive and functional client/consultant relationship throughout the course of the project.
2. Who will be doing the work; how is your firm structured?
Given the consultative nature of search, it is critical to determine how involved and engaged the lead consultant will be during the course of the project. Will the consultant who sells or ‘pitches’ the assignment do the majority of the work? Is the research and candidate development conducted in-house, or outsourced to a third party? Does the firm have the appropriate project management and communication tools to ensure timely and accurate feedback? Who, exactly, will be accountable for your specific project?
3. How many searches does the consultant handle simultaneously?
Here is a good question to ask as a follow up to the previous discussion. A consultant handling over six or seven projects at one time is average. You need to be comfortable that your project is going to receive the time and attention needed to be a success.
4. What percentages of searches are successfully completed? Is there a guarantee should the placement fail?
The industry average for completing projects is between 65% and 70%. This is partially a result of cases when specifications and/or business conditions change, organizations restructure, or the skill set you seek does not exist. While there are many variables that can affect this number, a reliable number should be in the 75% – 90% range. The key here is to be wary of the consultant who tells you that they have a 100% completion rate. This is not realistic!
Most firms offer at least a one year replacement guarantee, and will replace a candidate who does not work out for expenses only.
5. What are the timing and key milestones of the process?
In most cases, executive level searches take between 90 and 150 days to complete. Most professional and competent firms/consultants will be able to provide you a well defined and detailed outline of their process and timeline. Typically, you should expect a detailed progress review, including a list of pre screened and qualified candidate backgrounds between weeks four and six, and begin to see candidates face to face between weeks six and eight.
Note: Often times searches are lengthened because of candidate availability and scheduling conflicts, especially for those candidates currently employed.
6. What are the firms current “off limits,” i.e., where is a firm blocked from recruiting candidates based on existing client relationships?
This is a critical question to ask either large firms with specialty practice groups, or smaller firms focused on specific functions or market sectors. Firms typically cannot recruit from an existing client for one to two years after an assignment. If a large number of target companies (those where the majority of potential candidates are currently employed) are blocked, your ability to access a strong candidate pool could be severely limited.
You must also ensure that there is agreement with your chosen firm as to the length of time they may not recruit from your organization. Be careful not to let the fox into the hen house.
7. How is candidate quality assured?
The lead consultant needs to have a clear understanding of the performance metrics and evaluation tools that will be used by you and your organization to judge candidates. It is important to have confidence in their abilities to understand both your organization’s culture and the scope and requirements of the position to be filled. The search consultant must function as your agent in the market to both engage and recruit the best available talent. They must have the ability to recruit the best candidate for the job, not the best candidate looking for a job.
8. How and when are references conducted?
This has continually been a key issue and one that is fraught with pitfalls. Consultants must be able to reach beyond just career history and focus references on discussing competency, character and potential. References should be sequenced into the process. We recommend that at least two are done before you decide on a final candidate. This will go a long way in eliminating the possibility of costly and potentially embarrassing problems later in the process! Final references should be checked with a combination of supervisors, peers, and subordinates, and with individuals other than those provided by the candidate. Keep in mind that while you may want to do ‘backdoor’ references yourself, in order to protect a candidate’s privacy, all references should be coordinated through your search consultant.
9. What is the firm’s role in candidate negotiations and closing?
This is a crucial step in the recruitment process, one in which a professional search consultant should be both comfortable and experienced. He/she must be able to effectively negotiate and communicate with both parties to achieve successful outcomes.
10. What are fees and expenses?
Retained firms typically bill between 30% and 33% of a candidate’s first years total cash compensation, paid in three equal installments over the first three months of a search. Most firms bill you for all expenses directly attributable to conducting the search, and some firm’s bill for non-itemized, or communication expenses. Upon request, firms may agree to a flat fee, or a discount based on volume of work. In some cases, firms will tie the timing of their invoices to their successfully attaining specific stage gates during the search process, including linking a portion of the professional fee to the completion of the assignment.
11. Is your firm accredited, are you a member of an Industry Association?
There are several key industry associations for retained Executive Search Firms, the most visible and important being the AESC (Association of Executive Search Consultants). AESC members comprise an elite group of top tiered retained Executive Search Firms. All members agree to abide by the Associations Code of Ethics and Professional Practice Guidelines, and meet strict membership criteria. Membership in the AESC is the only form of quality accreditation that exists for retained executive search consulting. The other key organization is the IACPR (International Association for Corporate & Professional Recruitment) whose mission is to provide the senior-level recruitment community with opportunities to network, share best practices and build cutting-edge expertise within a collaborative environment, and whose members are comprised of both corporate recruiters and executive search consultants
Judging the headhunter
Posted by Frank Mortimer in Executive Search, Finding A Headhunter, Interviews on February 7, 2010
Headhunters earn their living by finding and evaluating job candidates for the benefit of their clients. Some are better at this than others, and you should know what distinguishes a good headhunter from a not-so-good one — at least from the standpoint of the job hunter. This will help you avoid (a) wasting your time, (b) divulging confidential information to the wrong people, and (c) developing false hopes.
There are a lot of headhunters out there, and they tend to come in two types:
Those who get into the business because the cost of entry is low. They’re looking for a quick buck. They’re in a big rush to close deals, and they aren’t very concerned about what anyone thinks about how they’re doing it. That’s not to say they’re all dishonest; just that they aren’t taking the long view. You’ll get pretty frustrated working with them because of the way they treat their clients, their professional community, and their job candidates.
Those who are building a business based on reputation, relationships and trust — and on making a contribution to their professional community. They’re in less of a rush, are more willing to take time to establish long term relationships, and they seek to establish their credibility as much as to earn a buck. This doesn’t mean they’ll take anyone’s call, just that they’ll act responsibly.
How does a job hunter separate a knowledgeable, trustworthy, conscientious, effective headhunter from the rest? Assess him (or her) on these four attributes:
Knowledge
A good headhunter will have tons of valuable information about the company he or she is representing, about the job, the manager and his team, about why the job is open, and about the technology (if applicable). He’ll be able to tell you about the interview itself: how the manager evaluates candidates, how his team will be involved and how the selection process will play out. Most important, the headhunter will be able to coach you in a way that will maximize your chances of winning an offer.
Even good headhunters don’t have all the answers. But the good ones will tell you when they don’t know something.
Ask the headhunter thoughtful questions about the position he or she called you about. Don’t just focus on the title and salary — get into the work itself. A good headhunter will share lots of his knowledge and in doing so give you enough information to help you make a decision about whether you want to pursue the job (or recommend someone else). A not-so-good headhunter will quote you the title and the salary, but will be in a rush to get off the phone so he can call the next person on his list.
Integrity
A trustworthy headhunter is proud of his business and glad to talk about it. His success depends on you trusting him. So, ask him thoughtful questions about himself and his work. How many years has he been in the business? What areas does he specialize in? Who are his client companies? What specific positions does he usually recruit for?
The answers matter, of course, but what you’re really looking for is an indication that the headhunter is forthright and willing to tell you about himself. A headhunter who’s in the business for a quick buck won’t have much of a story to tell because he’s operating on the fringes, picking up fees wherever he can. A good headhunter will demonstrate that he has good clients who respect him, and that he knows the in’s and out’s of the industry he recruits in.
A good headhunter also reveals his trustworthiness by keeping his or her promises. Don’t let a headhunter slide on this point — you’ll wind up wasting your time in the long run. Does the headhunter call when he promises to call? If he says he’ll call you early next week that means Monday or Tuesday of next week — not Friday at 6:00PM or two weeks later.
Does he return your calls? Once you’ve established a relationship, a good headhunter always returns your calls, just as you should return his. However, if you made the first contact and the headhunter didn’t show any real interest, don’t expect he’ll talk to you again in the near future. He’s not being rude, but he’s also not in business to help you manage your career. Either way, you should expect the headhunter to honor his commitments and to treat you considerately.
Conscientiousness
A good headhunter tries to locate and separate out the best qualifed talent for his client company. That’s why he won’t take cold calls or waste time with people who want a “job handout”. His focus is on the companies and people who will help him do his job. When he’s working on a search that has led him to you, he will be 100% attentive to you.
A good headhunter won’t just ask for your resume. He’ll do his research by taking the time to ask you the tough, detailed questions that will reveal whether you fit the company, the manager, the job and the technology. (Some headhunters will have a researcher on their staff handle this preliminary discussion. Expect the researcher to be as professional as the headhunter, and insist on talking to the headhunter himself if the discussion seems to indicate you’re a potential candidate.)
To a good headhunter, your resume is a follow-up, a kind of background material. It isn’t his objective when he calls. If a headhunter just asks for your resume and says, “I’ll get back to you”, you know you’re dealing with a guy who’s too busy dialing for dollars and not taking the time to do a great job for his client.
By investing the time to get to know you, a headhunter demonstrates his conscientiousness. So, pay attention to the questions the headhunter asks you: he’s revealing himself as much as he’s probing you.
Effectiveness
A good headhunter finds the right candidate and fills the job. That’s his business. To accomplish this, he has to gain the respect of the people he is recruiting, and he must demonstrate his ability to be right. If he makes a few “wrong” placements, his reputation is shot.
When people get frustrated because a headhunter won’t talk to them, it’s often because the headhunter is very good at what he does. And talking to just anyone isn’t his job. A good headhunter usually does not have the time to spend with individuals who contact him unless they happen to have expertise in the exact assignment he’s currently working on. (I’ve gotten such “lucky” calls only twice in eleven years.) My own specialty is the semiconductor industry, which means I cannot help the vast majority of the people who find me in the phone book.
What does all this mean to you? If you are actively looking for a job, then take control of your own job search, because the good headhunters won’t talk to you. That seems contradictory, but it makes perfect sense when you consider what we’ve said about the headhunter’s business: he can’t be an effective headhunter if he starts acting like a career counselor. If you’re the person the headhunter is looking for, he prefers to find you himself. Believe it or not, this is one of the best ways to recognize a good headhunter: he’s the one who calls you.
But to judge him properly, evaluate the headhunter carefully on all four of the attributes described above. When you encounter a good headhunter, do your best to help him with his search. Because there’s one last attribute you should know about: a good headhunter remembers.
J.Borer, Headhunter
Best headhunter Deutschland. Headhunter top 10
Posted by Robert Jan Veenstra in Executive Search, Executive Search Deutschland on February 3, 2010
Headhunter top 10 Deutschland (umzats)
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| Aus: Ranking der Top 15 Personalberatungen in Deutschland |
| Der wichtigsten Headhunter in und top personalberatungen in Deutschland : www.headhunterindeutschland.de |
Senior executive hiring market has turned a corner
Posted by Frank Mortimer in Executive Search on January 24, 2010
Slowely better news is creeping in: Ninety-one per cent of executive search consultants hold a neutral to positive outlook for the executive search business in 2010, revealing renewed confidence as the senior recruitment industry gains momentum following the downturn.
According to the 2010 Association of Executive Search Consultants (AESC) Member Outlook Survey of December 2009, 77% of those surveyed expect revenues to increase in 2010 and over half plans to hire more consultants this year.
Healthcare/life sciences and energy/natural resources industries are predicted to see the most growth this year. And China was considered to have the greatest demand for talent regionally, followed by India in second place.
AESC president Peter Felix said: “These outlook results for 2010 indicate very strongly that the executive search business, and thus the senior executive hiring market, has turned a corner. It is indicative of a new spring in the step of top management of organisations and a realisation that with a new environment decisions about the quality of executive teams are of paramount importance.” “I am very pleased to know that our member firms, representing the highest quality in the worldwide executive search profession, are again able to view their market place with a degree of optimism.”
Felix adds that: “There is a discernible change in the attitude of senior executives as they compare and evaluate opportunities within their existing workplace against new opportunities elsewhere. It is often in turbulent times that unusual career openings occur for talented executives and those willing to consider a move can be highly rewarded.”
The research encompasses the opinions of 268 executive search consultants worldwide.
source: Recruiter & The Gapelineonline, January 21, 2010
Predictions for 2010 by Top Headhunters
Posted by Frank Mortimer in Executive Search on January 13, 2010
Paul Hammond, managing partner, Hammond Partners
• There WILL be consequences from the supertax and the new higher rate of income tax. Increasingly, top people in global banks will be asking whether they can relocate. Could lead to a long term shift in emphasis to Asia/HK/Singapore.
• There will be increasing upward pressure on base salaries.
• Banks will have to think carefully about what they do to retain the very best performers, beyond just cash or near cash compensation.
Adrian Ezra, chief executive, Execuzen
• Banks will make a lot more effort to retain existing staff this year – expect a lot of buybacks
• There will be more team moves as hirers look to bring in “complete solutions.”
• There will be greater emphasis on staffing local European offices in countries like Italy and Switzerland.
Ken Brotherston, chief executive, Kinsey Allen International
• There will be significant demand for regulatory risk skills, especially in the light of a potential change in government and its impact on the tripartite regulatory regime.
• There will be focused build-outs of selected areas to ensure genuine global coverage. Capital markets hiring activity is already well underway – expect to see much increased activity in investment banking/M&A hiring. Geographically, Asia will be especially active.
• There will be further changes to the compensation structures of major investment banks as the recent changes have been rushed through.
David Reynolds, managing director Scott Reynolds
• There will be a lot of movement in the rates business if bonus expectations for 2009 aren’t met.
• Last year’s big story was BarCap’s equities build out, this year expect to see more hiring at Morgan Stanley and Merrill BofA as it seeks to rebuild a fixed income business.
• Rising bank share prices will tie people in and make it increasingly difficult and costly to move senior staff in 2010.
Michael Karp, chief executive, Options Group
• Investment banking and M&A in particular will be a major growth area.
• Electronic trading will be at the forefront of equities growth. As markets develop globally and exchanges go electronic, all major financial institutions and investors will look to acquire talent in this field. Technology will play a key role and banks will look for innovative technologist’s to develop their electronic strategies. Hedge funds are getting into the high frequency business as well and as they bid up talent competition in 2010 will increase massively for people with these skills.
• Emerging markets will be a focus for all major financial institutions. EM is a growth opportunity for all and we expect that there will be a free for all in this sector. We have seen massive increasing in hiring in BRIC countries and are seeing hedge funds position in these markets as well. Besides the BRIC countries we see countries like Vietnam, Indonesia and South Korea scoring very well in 2010.
Guy Roberts, chief executive, Pelham Search International
• Equity derivatives has been significantly downsized over the past eighteen months and at some point will need to be rebuilt.
• Banks will continue upgrading and expanding across all other areas.
* Experienced and connected Chinese bankers will remain in strong demand across private banking and corporate finance roles.
Source: Efin.careers
Career advice for top Executives by top headhunters
Posted by Frank Mortimer in CEO jobs, Executive Search, Interviews on August 7, 2009
I had a look at businessWeek’s list of most influential headhunters and extracted their career advice to executives.
Besides a lot of open door remarks there is really sound advice in there, enjoy!
Be consistent, walk the talk, and deliver. Be open, honest, and show your passion.
In our present world, where everything is connected, there is only one possibility of saving the whole planet, including all its economic and business aspects. It is: “To be of service.”
Build a great team, be a leader, and make other people around you successful.
Surround yourself with great people –people who play to win the right way, by the rules.
Keep your character and personality; listen to and meet great CEOs; keep social life and politics to a minimum.
Create teams that are diverse and performance-driven.
Have a personal board of directors with two or three strong mentors among them. Learn from their collective wisdom and never underestimate the extraordinary power of networks.
Sense of humor and humility are sought-after qualities. If you have both, show them.
Disciplined, focused, global mindset
True success comes when you work in a position that plays to your natural strengths, is meaningful to you, and allows you to work with people you genuinely like and respect.
Drive and ambition, integrity, empathy, intellect, self-awareness
Don’t forget where you came from and who helped you get where you are.
You are never as smart as you think you are.
Always lead by example. Stay humble and hungry. Never stop learning.
Follow your heart, have the guts to involve your subordinates, put them in the limelight as they need to feel the empowerment and responsibility for what they do.
Get to know your strengths and weaknesses. It is also essential to gain international experience.
Find a mentor/sponsor who has a management style you want to learn from. Ask to talk with those who would be your peers before taking a job.
Pick your jobs based on the experience you will get. Make sure you build a well-rounded career.
Focus on integrity and the courage to do the right thing.
Successful managers need to be focused on improving the results of the business). The second key competency is team leadership. A third competency is collaboration and influencing. And finally, strategic orientation enables leaders to think beyond the pressing issues of the day.
Leadership, strategic vision of the business with a clear comprehension of current and future industry trends, balanced development of the emotional intelligence
As Gilbert & George said: “Always be smoothly dressed, well groomed, relaxed, friendly, polite and in complete control….”
Integrity, selflessness
Stand for something; fundamental values still count. Relationships count more than people realize. It’s O.K. to be a little neurotic.
Gain an early breadth of experience, and then focus on what you do well and what you are passionate about.
Gain international experience. Find a mentor.
Think about how your actions will be perceived and interpreted by those around you.
Seek out and contribute to an organization that interests you.
Adopt an open and honest approach to problems and opportunities. Be confident in your knowledge and abilities, but don’t be afraid to admit what you don’t know.
Surround yourself with the best possible talent you can find. Make sure you’re including a diverse range of opinions, cultures, and backgrounds. Be confident enough to encourage constructive differences of opinion. Don’t be afraid of hiring someone you might work for someday!
Exceed expectations in every assignment; make your boss look good and he/she will want to take you with him/her.
Young leaders charge down the pathway of their strength, that is their courage, deeply learned courage. Often young leaders confuse courage with natural talent. It is not the same thing. Courage can be learned.
Tell the truth (or don’t say anything at all); distinguish yourself by doing great work (not self-promoting); keep your hands out of the cookie jar (and anywhere else they don’t belong).
Obtain international experience. Stay in contact with the leading executive-search consultants. Take risks. Balance your life.
Surround yourself with people who are smarter and better than you. Seek feedback on your interpersonal skills.
Successful leaders must be decisive and able to act quickly on their decisions. They must be flexible and ready for change.
Make sure your people respect you. Don’t forget where you came from.
Listen!
Do not be afraid to lead! Have a point of view/opinion and be passionate about it. Lead from the front for the benefit of others–not yourself–and your success will come.
Work hard, show good results, take part in continuous training.
Be humble and accept making mistakes. Leaders are neither heroes nor supermen, and they don’t walk on water. Their job is to lead others and make risky decisions to achieve results and grow profits.
Stay the course, be innovative, and build teams to work together toward a common mission and goal.
Never measure your career by positions, only by achievements.
Lead with passion, ethically execute, prioritize the interests of legitimate stakeholders vs. those of people with a political agenda, and take the time to invest in and mentor the next generation of leaders.
Expose yourself to as wide a range of experiences, academic knowledge, and cultures as you possibly can.
Be the best at what you do today; do not try to be something tomorrow.
Work hard and focus, make sure you are continuously learning.
Continuous change is the value added you need.
Build your early experience with great companies. Achieve outstanding corporate results. Surround yourself with the smartest people that complement your skills.
Get a great mentor early in your career, have annual career audits, listen.
Become global.
You need to know your area of expertise but people count in the end. You have to be a global thinker to succeed. Have confidence, believe in yourself: Trust your instincts.
Stick with it: demonstrate results. Pursue your passion: You have a higher probability of being excellent; know what you are good at and play to it; don’t be too proud to get good internal and external mentors/coaches.
Take time to listen, understand, and help others.
Create your own opportunities. The best leaders I have known took what appeared to be setbacks and transformed them into their greatest assets.
The challenges and opportunities for next-generation leaders are immense. My advice for emerging leaders is to take those experiences that will develop their skills and leadership competencies broadly vs. taking a strictly vertical career path.
Ask good questions, and do your homework.
Be exceptional and we’ll find you.
Greatness is available to you and to everyone.
Be genuine, sincere, and grounded.
Accomplish something, prove you can do it consistently, and then move on to a new challenge.
Focus on environments where you can learn and have an impact.
Be a team builder; be prepared to listen; share your strengths and work on your weaknesses.
Exceed expectations on what you are currently doing and think ahead carefully about your long-term aspirations.
Find the CEO. He or she will help you exceed your own limits.
Don’t rush, and choose wisely. Many emerging leaders push to get to the next promotion, sometimes not living with the decisions of their previous position.
Keep an open mind, keep learning, and be results-oriented.
Be consistent in messaging, so you can develop leadership skills.
Develop broad-based skills by taking assignments in different functional disciplines and leading operations on multiple continents.
Be sure to do a clear self-assessment before getting into the market for a new job (know your strengths and weaknesses), and remember, fit is everything.
Put yourself in the other guy’s shoes.
Be humble. Build strong relationships. Be honest.
Always aim for better, no matter who is on the receiving end: employees, shareholders, customers, your spouse, or family. Avoid promising too much and always surprise with your delivery!
Know yourself, and balance your work and personal life.
I believe it was John Seely-Brown who said that the best way to move forward is to look around you. We are entering a new world – global – looking ahead only will give you blinders.
Leaders need to have a vision with flexibility.
Work hard, with total integrity.
Lead by example; listen carefully; communicate clearly and often.
Tell the truth even if it hurts. Speak well of your leaders even if they are nuts. Live life with a sense of urgency. Never go sailing with a captain who has never been aground…he doesn’t have enough experience.
Have confidence in what you know but keep a constant vigil on what you don’t.
To motivate people by learning how to treat them as individuals.
Spend enough time in a position to go through the business cycle; broaden functional experiences.
Emerging leaders must understand that obtaining industry leadership requires more than just knowledge and skill sets.
Take risks and be original.
NMC-Nijsse International: come back?
Posted by Frank Mortimer in Executive Search on August 5, 2009
NMC-Nijsse International, one of the first executive search firms in the Netherlands (1983) with offices in nine European cities had to close it’s offices after a court order on July 21st 2009.
The company is added to the long list of Executive Search firms that did not survive the current down turn in the economy. However, it looks like the company will restart its business in the very near future.
In a Dutch paper (De Telegraaf) Berry Nijsse (Board Member) said today that demand for top talent started to decline in April 2008 and decreased rapidly after the credit crunch of summer 2008. In the second quarter of 2009 the number of retained searches were close to zero and the last financial reserves of the companies were drained. The company is expected to return to the market with a smaller outfit as soon as possible.
Preparing for an interview with an Executive Recruiter
Posted by Frank Mortimer in Executive Search, Interviews on June 19, 2009
There are some basic elements in every interview:
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Behind each question is a motive: Always remember that anything you tell a recruiter will contain information.
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Spontaneous responses: All recruiters ask unusual queries in hope that you’ll respond directly and they’ll learn something about your character
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Why are you here?: Make sure you have got that answered to yourself for a 100% before talking to any recruiter. It could be a very short answer or long one but the essence of it reveals your motivation and with that tells the recruiter a lot about you and your potential match with a company or job
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What others say about you?: this question comes in all sort of shapes and forms but is always asked. So what would they say about you?
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Strengths and weaknesses: If you are serious about your (long term) career and well being you don’t kid yourself and answer truthfully. However it is not necessary to dwell on your weaknesses for long of course. Your strengths have to be crystal clear and should be translated into clear advantages for the job/company
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What do you think about the Market, company or job type?: This is a no brainer, you will have to be prepared. Do research about the market, company and the type of job you are talking about and make sure that they know you know.
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Are you the right man for the job?: Always a tricky one, again being straight is the only approach. If you feel that certain areas are a clear match be sure to mention them. For elements that you not so sure about you can state that you would like to explore it more.
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All the questions you have: Every question you ask about the market, company and the job reflects your motivation and professionalism. And of course you really want to have more information.
In summary:
Know yourself, no really know yourself
The best impression you will make is when you are composed, professional and interested and that what you say and show matches your skills and capabilities.
Kind regards,
Frank Mortimer
Hunted head
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