Category: Intelligence

Anyone who travels for business has had the misfortune of getting sick on the road. It can be more problematic for those in sales or professional services because you usually go from city to city, hotel to hotel, and client to client. You don’t have an anchor or support system as you might if you were assigned to your company’s New York office for a week.

For 30 years of weekly business travel, I have rarely gotten sick on a business trip, and those few times have created an unforgettable memory. But I’m writing this column now with more than a casual interest.

A recent combination of vacation and business trips to Hawaii and Tokyo has left me with chills, fever, and sore throat—the symptoms seem endless. Looking back, I made several mistakes that, while not preventing my becoming sick, could have at least mitigated it.

Posting a casual question about getting sick on the road on my Facebook page led to a few (pardon the pun) responses: Stories of hives, food poisoning, influenza, and trying to get out of China during the bird flu epidemic while being sick (though not with bird flu).

One marketing executive with a global financial institution contracted pleurisy on a trip to London and was forbidden to fly until he improved. Fortunately, he was in a five-star hotel with a physician on call. The doctor visited him three times a day until he could fly again, and all charges were added to the hotel bill, which his employer happily paid.

Another client broke her leg in Kyoto only to have the hotel send her to the hospital with a translator and an envelope filled with yen, and no, she didn’t break her leg on the grounds of the hotel.

The managing partner of an executive search firm that recruits healthcare executives reports being very sick. At the same time, she was so pregnant that she had to ask her smaller hospital clients to borrow a hospital bed until she was able to stand up without being sick. She laughingly said, “It pays to have healthcare clients.”

Not surprisingly, most of the people who shared stories also had advice. Here is the collective wisdom of my wonderful Facebook community:

1. Prepare

Pack as if you might get sick. Most physicians will prescribe antibiotics for long-time patients. Don’t be caught without them, especially if traveling outside the US. If you get occasional migraine headaches, don’t leave home without your medication. If you travel frequently, there is no reason not to get a flu shot.

2. A pound of prevention

A physician Facebook friend believes travelers’ best weapon against illness is washing their hands frequently. As for people who wear masks, my friend commented that they look like kooks, and masks offer no proven benefit unless they contain a micro filter and seal around your face. Other travelers believe that airplane tray tables spread germs and are quick to use Purell and sanitizing sprays. One friend who rarely gets sick refuses to touch the seat back pockets or use the airplane restrooms.

3. Safety in numbers

It is frightening to be out of town in a weakened state and wondering how you will get to your business meeting, deposition, or presentation. Many years ago, my partner and I were heading to Atlanta for a “beauty contest” to compete for a new client. Midway through the flight, he turned a peculiar shade of green and became dizzy. When we landed, we knew he would not be able to get through a new client presentation, so he got back on the plane and returned to Houston. I’m unsure what would have happened if he had been alone. The thought conjures up some unpleasant images. Similarly, if you become ill, having a co-worker available to get you to a doctor, pick up a prescription, or help is friendly.

4. Stay in hotels with resources

The further away from home you are, the more critical it is to stay in a hotel with access to doctors or healthcare facilities. Most major hotels that cater to business travelers have doctors available. Some will even make house calls — for a price.

5. Pace yourself

Many of my friends who travel internationally advise knowing your body and respecting its limits. An international trade executive recently traveled to Dubai, Abu Dhabi, and Kuwait before returning to Nashville four days later. He commented that after two days of non-stop activity where he ran on adrenaline, he listened to his body shouting “enough” and took off the next day, sleeping 10 hours and working at a slower pace. My friend commented that it is essential to eat healthily and drink alcohol minimally until your body has adjusted to the new time zone.

6. Be willing to improvise

If you find yourself sick on the road, do not wait to get help. If you don’t want to see a hotel doctor, do you have co-workers in that city who might recommend a doctor? Those with today’s typical social media contacts should be able to mine them for medical resources. One colleague writes about taking her young children to Disneyland, where she became violently ill. She hired a nanny through the hotel who took her kids to the attractions. Another friend paid restaurants to deliver chicken soup.

7. Don’t be cheap

If you can’t get home immediately, don’t avoid seeing a doctor because the physician is not in your healthcare network. While you might not want to spring for a house call (over $1,000 at my hotel in Japan), get medical care. Similarly, don’t rush home to avoid the cost of extra nights in a hotel. Many friends wrote of riding out their illness in hotels, while others talked about the psychological value of getting home to recover in their beds.

8. Don’t beat yourself up

When I get sick, I wonder where I slipped up. Was it a failure to get a flu shot, not wiping down the tray table, or working too hard? Most of my friends comment, “Well, of course, you are sick; you work too hard and spend too much time on planes. How can you not be sick?” Working too hard, flying too much, and not taking precautions can make you catch a bug. You can also get a bug if you are home, get eight hours of sleep, take vitamins, etc. Sooner or later, everyone will get some bug.

And like everything else, your illness, too, shall pass. With any luck, you will live to work another day, make another flight, and have another business trip.

Pursuing a board position? We’ve written about interviewing with the search firm engaged to fill the open board seat, emphasizing that it’s essential to demonstrate that you “get” the board’s role and how it functions. The next stage of the process is meeting with the company.

Here’s what you need to know.

1. It may be a lengthy process.

Very few boards conduct searches with tight deadlines—quite the contrary. I’ve conducted searches in which the timeline to complete the search was a year. Because retiring board members give ample notice, or if a board is adding a new member, it may wish to consider a broad slate of diverse candidates. Additionally, the long process is simply a matter of logistics. Most board members and candidates don’t reside in a different city or where the company is headquartered. During my last board search, we flew the candidates and the nominating and governance (N&G) committee to New York for candidate interviews. Only one of the nine individuals lived in New York, the most central and easily accessible location.

Your first meeting with the company could be with one director or the chief executive officer. It will likely be with a group from the company’s N&G Committee. We have previously written about how to ace a search committee interview; however, there are some twists for the N&G Committee interview, which I discuss in the following points.

2. The basics.

Before you don your best suit or dressiest office attire, ask the search firm what the committee will be wearing. You will want to dress accordingly. Some candidates have gone to interviews in their most conservative suits only to find the N&G Committee dressed in khakis and golf shirts. On the other hand, one exceptionally self-assured candidate wore jeans to the interview, and the board members all wore suits. You want to avoid drawing attention to over- or under-dressing. Always ask and match your attire to those you meet.

3. Preparation.

In addition to reading the company’s financial documents, analyst reports, and regulatory filings, you must connect with the company’s “product.” Visit the stores, eat the food, etc. Who are you meeting? What is their tenure on the board? Take a step back and look at the board as a whole. Is it a long-tenured board? Is there frequent turnover? What apparent strengths does each member bring to the board? What are the company’s long-term plans? Where could you add value? Time spent reading the MD&A and management sections in the company’s 10-K and reading about the directors in its proxy statement. Knowing the responsibilities of directors according to the bylaws will be invaluable.

4. Striking the right tone.

As we have said, interviewing for a board position differs from interviewing for an executive role at a company. You do not need to discuss each position you have held throughout your career in granular detail, but give an overview of how you have increased earnings, introduced new products, restructured a company, led global expansions, etc. In short, reveal how you added value to the enterprises you’ve worked with.

5. Use your time wisely.

Assume you will be asked for a five-minute summary of your background. Avoid getting into the weeds. Highlight the strengths you bring to this board seat. For example, if a board is interested in you because of your turnaround experience, spend proportionately more time discussing that versus your experience taking companies public. If this would be your first board role, highlight your interaction with the boards of companies you have worked with.

6. Interviewing with a Nominating & Governance Committee.

The primary mistake many candidates make is to give concise answers. Making eye contact with each committee member when answering a question is also essential. It makes everyone feel included and allows you to assess body language, such as if you are talking too much or lacking interest in what you are saying. Don’t be afraid to say, “Please stop me if my answers are too long or you want more detail.”

7. Giving feedback on the company.

One question may be, “What is your opinion of our product, stores, strategy, or challenges?” Your answer will demonstrate how well you have done your homework. If there are weaknesses, you should point them out constructively and tactfully and balance them with positives. You will be assessed on how well you can give constructive feedback without being abrasive. Conversely, some candidates need to be more enthusiastic about gushing about a company and offering nothing but compliments. This can also be a disqualifier, as every company can improve in some area, and board members must be able to provide balanced feedback.

8. Your reasons for being a candidate.

We have addressed the issue of candidates understanding the role of a board member. But what should you not say? Your reasons for serving on a board should not be about you and what the position will add to your resume, career, or pocketbook. One board reported that a candidate wanted to retire in a couple of years and fill his time with board positions, hoping this would be the first. Instead, your motivation should be about how to add value and why the company has the product, challenges, or culture you identify with.

9. Ask questions.

Your questions are as important as your answers. Ask questions that demonstrate you understand the issues the board has faced or could face in the future. Ask questions that require answers from more than one board member, resulting in an in-depth discussion. Suitable candidates should be collegial and demonstrate critical thinking skills and business knowledge. Leave the committee thinking, “I could see her on the board. She seems like a good fit.”

10. Final thoughts.

Remember that the interview is a two-way street. Regardless of how much you covet that first board seat, the time commitment is too expensive if you feel uncomfortable with or align with the other board members.

In the past, we have written about how to land a board position, listing the steps you should take to allow yourself to be “found” because getting invited to join a board requires a different approach than seeking a C-suite position. We have also written a primer for first-time board members. But how do you ace the interview?

First things first: The Initial interview with the search firm

The search firm will be vetting several candidates. Today, almost all board searches have specific functional requirements for which the search firm will look. Gone are the days when companies seek an astute business person who will mesh with the existing board. You will like executives with similar talents and experience.

The recruiter will review your resume as if you were interviewing for an operational position. Instead, the recruiter will look for the high points: What were your successes when facing challenges? What was your organization’s culture, and why did you make confident career choices? What was your reputation at each company where you worked? Are there explainable career gaps? The recruiter will pay particular attention to your interpersonal style, assessing if you would be a good fit and if your experience and skill set would complement the current board.

The recruiter will also want to discuss your past board experience and pose questions demonstrating your knowledge of a board and how it functions. I have seen many suitable candidates fall short of the interview by discussing “their desire to help management run the company better.”

We cannot say it too many times: directors do not help manage the company. They represent the interests of shareholders and provide oversight and guidance on issues such as creating and preserving shareholder value, executive compensation, enterprise risk management, CEO succession, and maintaining corporate integrity.

If you need more public board experience, do some research. Ask your friends or colleagues who are board members what the search committee asked them and what they would ask a prospective board candidate.

The recruiter will also confirm that you can take on another role, have autonomy over your schedule, and that your company endorses your joining an outside board. You should have reviewed the board meeting dates for the next two years and confirmed your availability.

Speaking of time, I have two observations…

One red herring that a candidate is not the right fit for a public board is their accessibility. Board-ready executives know how to manage their time and calendar. Several years ago, while conducting a board search, an executive was very excited about joining my client’s board but couldn’t discuss the opportunity by phone until a month later. My concerns increased after I scheduled a time to fly to Los Angeles to interview her at her office. Her assistant told me she would have only an hour to meet with me. Be mindful that if you are considering joining a board, you are excited about, demonstrate that you will invest the time at the front end with the search firm. This will ensure that adding this additional time commitment is the right decision for you and the company.

Lastly, the recruiter may ask if there is anything that a background check would reveal that could be an issue. In addition to criminal records, the recruiter wants to know if you have been the subject of any lawsuits, especially a shareholder suit, and the subject of any SEC or other regulatory proceedings.

To recruit middle management executives successfully, organizations must focus on strategies that identify candidates with high potential and long-term leadership capability. This executive leadership recruiter’s guide outlines four essential tips to help you attract and hire middle-management talent who can drive growth and scale with your organization.

Why Recruiting Executives from Middle Management is Important

We’ve addressed the importance of succession planning. We related that the stress associated with a leadership change is inversely proportional to the amount of planning an organization undertakes for its leadership transitions. Many organizations mitigate the uncertainty of a leadership transition by developing a mid-management executive bench of possible successors to avoid the need to recruit management from outside the organization.

Recruiting high-potential middle-management executives can immediately add value and long-term leadership options. The Alexander Group (TAG) searches for managers poised to climb the ladder to the C-suite and who can scale as an organization grows.

Who are middle managers?

Middle managers bridge the gap between senior leadership and frontline employees, translating strategic goals into actionable tasks while overseeing daily operations and team performance. They are critical in shaping organizational culture, driving change, and mentoring future leaders. Their deep understanding of the organization’s culture and team dynamics makes them invaluable in recruiting executives, as they can identify candidates who align with both technical needs and long-term goals. By involving middle managers in the recruitment process, organizations gain a more holistic evaluation of candidates and ensure a smoother transition for new executives.

How To Recruit Middle Management Executives

The following is our advice for recruiting managers with high succession potential:

1. Include members of the executive team in the search process.
2. Expand the position’s responsibilities to attract up-and-coming senior executives.
3. Look outside of the box.
4. Develop a comprehensive recruitment strategy that includes passive candidates.

Include members of the executive team in the search process.

Too often, senior executives delegate middle-management hiring and need more involvement in the hiring process. Participation is limited to a brief interview, often during the candidate’s final round of interviews. When interviewing a candidate, senior executives must take the time, free from distractions, to assess the candidate’s long-term leadership potential, experience, and credentials. Also, consider including other executive team members who can offer a different perspective and confirm the candidate’s leadership potential.

One of our clients, the CEO of a global industrial manufacturing company, participates in the initial interview of a middle-management candidate and subsequently meets the candidate again for dinner. His time signifies to the candidate that they have high potential and are long-term hires. He believes that “you can learn a lot about a candidate, who they are, their management philosophy, and what kind of leader they are” in an informal and personal setting.

Expand the position’s responsibilities to attract up-and-coming senior executives.

Consider expanding the position’s responsibilities by incorporating higher-level responsibilities that would attract candidates driven by growth opportunities and success. Discuss expanding the role with other leadership so that everyone is on board. In addition, be prepared to discuss the position’s short—and long-term objectives and development opportunities with the candidate.

We recently recruited the Controller for a national law firm whose Chief Financial Officer will likely replace the firm’s Chief Operating Officer when she retires in two years. The Controller will be an internal candidate to succeed the CFO. With this in mind, the CFO delegated some of his critical strategic responsibilities to the Controller and shared the role of presenting quarterly presentations to the partnership. This gives the Controller higher visibility, credibility, and the opportunity to establish a rapport with firm leadership.

Look outside of the box to recruit middle management executives.

Rather than narrow the focus on industry-specific experience, senior recruiting managers should consider expanding their search to include different industries and geographic locations. As we blogged a few years ago, companies continue to find value and impact in recruiting from outside their industry. Depending on what the manager is being brought on board to do, cultural leadership and functional skills may be more important than direct sector or industry experience.

Develop a comprehensive recruitment strategy that includes passive candidates.

Many exceptional managers are challenged in their current positions and must look at the job market actively. They need to review postings on career sites and send their resumes to search firms, but conventional recruitment methods miss them. Work with an executive management recruiter to identify passive candidates with a track record of accomplishment and experience leading high-performing teams. 

As TAG Director Sarah Mitchell wrote, 

“The role of the recruiter is: connector and communicator who can help a client define a clear picture of the type of person and the skills required for a critical role, and then in turn identify, recruit and educate an ideal executive about our client and the opportunity.”

As Ayn Rand said, “The ladder of success is best climbed by stepping on the rungs of opportunity,” the key to recruiting middle management executives with high potential is to create the ‘rungs of opportunity’ in the position.

Recruit Middle Management Executives for Success

Building strong leadership and driving organizational growth means companies must recruit middle management executives from their ranks. Whether you’re an organization looking to attract high-potential talent or a middle manager ready to take the next step in your career, these strategies—engaging executive teams, expanding role responsibilities, broadening search criteria, and targeting passive candidates—can help align the right opportunities with the right people. If you’re seeking top middle-management talent or are a candidate ready to excel in a leadership role, contact The Alexander Group today to explore how we can support your goals.

We recommend following executive search best practices to our clients because they also play a pivotal role in securing top talent. So, to ensure a successful hire, companies must treat executive search as a partnership, valuing the experience as much as candidate qualifications. 

One important point we make is that early impressions can greatly influence a candidate’s enthusiasm for joining. This guide will help you, as an executive search firm client, understand the key actions and strategies that contribute to making a strong, positive first impression on the most qualified candidates.

First Impressions in Recruitment

The executive search process is a two-way street. While much attention is given to candidates making the best first impression, clients need to remember that they need to nail that first impression, too. A critical part of effective executive recruiting strategies is ensuring that clients present themselves as a desirable workplace, making early interactions meaningful and productive.

Successful searches are built on a foundation of open communication. Before interviewing a candidate, a client should provide as much access as necessary to its executive search partner so that the team, company culture, and other essential details about the opportunity are accurately represented to the candidate.

Six Executive Search Best Practices for Employers

1. Be on time.
2. Give a candidate your full attention.
3. Do your homework.
4. Guide the process.
5. Details matter.
6. Roll out the red carpet.

No matter how much information a candidate provides, the initial meeting is still a make-or-break event, dictating whether a desired candidate wants to continue on in the executive recruitment process. There are several simple but essential points for clients to remember to ensure they make the best first impression possible.

1. Be on time. 

One client of ours – a senior hiring executive for a multi-billion revenue technology company – valued punctuality in the extreme. If a candidate was even a few minutes late, regardless of mitigating factors, they were stricken from consideration. The client’s reasoning was that arriving on time demonstrated the depth of professionalism, preparedness, and respect for the hiring manager that a candidate possessed. 

We wouldn’t go so far as to expect a candidate to withdraw if a hiring manager is a few minutes late. However, one important client interview tip is to ensure interactions start on the right foot, avoiding situations where a candidate waits alone for 30 minutes in a vacant lobby.

2. Give a candidate your full attention.

We’ve heard horror stories from candidates where client interviewers read and respond to emails on their desktop PC for extended periods during the meeting. Candidates are giving their time – when they could be responding to emails, doing critical work, etc. – and commitment to the meeting. The client should show appreciation for the situation and similarly fully engage themselves.

3. Do your homework.

Top candidates perform in-depth due diligence before an interview; clients should do the same. Starting a meeting by saying, “This is the first time I’ve had a free minute to look at your resume” to a candidate doesn’t reflect how busy you are but rather the level of respect you are showing to the candidate. Top search firms provide concise, detailed appraisals of a candidate in addition to their resume, and it is critical to take the time to review those documents prior to the meeting.

4. Guide the process.

A good candidate listens first and will look to you for indicators. Be clear on the essential points you want to cover in your allotted time. Many clients must spend more time thinking through or planning the interview session. When familiarizing yourself with the candidate’s background before the meeting, think through precisely the interview goal – what are you trying to learn, and how will you ensure that you do so?

5. Details matter.

Typical business attire at the company may not be a suit and tie, but don’t show up to the interview looking ready for vacation. Again, the candidate is investing significant time in the search process and evaluating all the cues they can from you. The condition of your office, how you carry yourself, and other non-verbal indicators speak volumes to a candidate about you and your company.

6. Roll out the red carpet.

That cross-country relocation looks a lot more palatable when an organization shows it truly cares and makes the candidate feel special. If a client is putting all their effort into showing how much they value and respect the candidate’s participation in the process, the candidate may only stay in the process for a short time.

First impressions aren’t everything, but by making a great one, a client ensures they are in the best position possible to eventually welcome that top candidate on board.

Mastering Executive Search Best Practices and the First Impression

Following executive search best practices is essential not only for attracting top candidates but also for ensuring a smooth and successful hiring process. As an executive search client, your actions, preparation, and the impression you create during initial interactions are all decisive factors in an executive search strategy.

By treating the executive search process as a collaborative partnership, showing respect for candidates’ time, and committing to making a strong first impression, you put yourself in the best position to welcome the ideal executive into your organization. Remember, the investment you make in the process is a reflection of the quality of talent you’ll attract—and following these best practices will help you achieve hiring success.

You’ll find more information on our C-level search firm on our website.