It is easy for an executive search to begin with a picture of the person who held the role before. The same title, a familiar employer, a conventional career path. That picture may feel reassuring, but it can narrow the search before the organisation has considered what its next chapter requires.
Describe the work that needs to happen
Begin with outcomes. What will this person need to understand, decide, build or change? What does the organisation need from the role in its first year? These questions make the brief more useful than a long list of experiences that may be only loosely related to success.
Separate essential capabilities from preferences. Some qualifications or experiences may be necessary; others are simply familiar. Be prepared to explain why each requirement belongs in the brief.
Look for relevant evidence in unfamiliar places
A person from a different sector may have worked through a similar operating challenge. Someone with a less conventional career path may bring valuable experience of building teams or navigating uncertainty. The task is to investigate the relevance, rather than assuming that familiarity is the same as suitability.
- Ask what the person was responsible for, not only where they worked.
- Explore the context behind achievements and the contribution they personally made.
- Discuss what they learned when an approach did not work.
- Give candidates a clear picture of the role so they can assess the fit too.
Use consistent questions and considered judgement
Agree the evaluation criteria before reviewing the shortlist. Use a shared set of core questions, make space for individual follow-ups and record evidence against the brief. This gives the decision-making team a clearer basis for discussion.
A broader search is not a reason to lower expectations. It is a reason to be more precise about them. The goal is to find a person who can do the work well and add something valuable to the organisation, even if their background is not the one you first imagined.
An editorial perspective for general discussion. This article does not report a client engagement or commissioned research.