By Christine Billettback-to-old-school-recruiting
By Christine Billettback-to-old-school-recruiting
By Molly Nortonfinding-the-unicorn-locally
Acumen Executive Search was the proud recipient of the Pacific Northwest Defense Coalition (PNDC) 2018 Sustaining Member of the Year Award for their ongoing leadership, work on the Board and committees, assisting with transitions PNDC went through this year…and general awesomeness. The award was presented at the PNDC Annual Dinner. Acumen’s own Suzanne Hanifin and Karen Anderson were pleased and delighted to receive it. Acumen and PNDC have enjoyed a long relationship, placing President and CEO Sarah Garrison earlier this year.
Congratulations to Suzanne, Karen and team Acumen!
By Molly Norton
The Most Critical Component of an Executive Search Takes Place Before the Search for an Executive
From Laszlo Bock, former SVP of People Operations at Google and author of Work Rules:
“Superb hiring isn’t just about recruiting the biggest name, top salesperson, or cleverest engineer. It’s about finding the very best people who will be successful in the context of your organization, and who will make everyone around them more successful.”
In today’s highly competitive business environment, companies cannot afford to make a less-than-optimal choice when it comes to filling mission-critical leadership. A well-suited and high-caliber hire can also have a multiplier effect on a business.
To greatly increase the probability of search success, finding and engaging the right executive search partner is the most important first step in any executive search. Ideally this partnership is forged prior to a need arising so that an organization is a step ahead of the current talent-driven market.
There are a veritable plethora of reasons why it’s critical to engage the right search partner, but here are the most important:
Because executive searches are typically a blend of art and science, and are inherently iterative, the most successful executive search firm partnerships require deep levels of trust, candid and frequent feedback, honest and open communication, and strong commitment to ensure successful outcomes.
Top search firms have three easily recognized characteristics:
When interviewing potential executive search firm partners, here are some qualifying questions you might consider asking:
Finding the right strategic search partner that meets the criteria and leverages the strategies above prior to a critical executive search will set the stage for great success.
And here’s to great success!
“I am convinced that nothing we do is more important than hiring and developing people. At the end of the day, you bet on people, not on strategies.” ~ Lawrence Bossidy
Acumen’s Suzanne Hanifin and Karen Anderson are hosting:
June 12 12:00 pm- 1:00 pm
Portland State Business Accelerator (PSBA)
2828 SW Corbett Avenue, Portland, OR 97201
So much to accomplish in so little time: deadlines to meet, investors to attract and please, regulatory hurdles to achieve and, hovering above it all, the unrelenting competitive and investor pressures to be the first to market.
If you are a member of the Biotech community, the screen image of your computer is barely faded from closing the last file you were working on before you have to ask yourself, “What’s Next?” – and then pivot both your body and brain to charge after it.
Having a great product is important; however, a top tier team to deliver and take the company to the next level is essential.
Suzanne and Karen will address how Biotech firms can secure funding while attracting and retaining the best and most talented players.
Topics covered will include:
This interactive session will help you think through critical items you may have been too busy or reluctant to assess and face. Join us for this supportive, informative and valuable presentation.
To attend the event: https://www.eventbrite.com/e/lunch-learn-whats-next-tickets-46130015117?aff=mcivte
Maybe that new executive you just hired, the one everyone thought was so great – isn’t.
But, to be fair, you want to give him the benefit of the doubt, so you let him keep working on the critical new product initiative for which he was hired. Maybe he just needs a little more time. Maybe she is just misunderstood. So, you wait. Things will improve. Maybe.
Here’s the thing. Even if that executive does improve, perhaps you should consider how much their poor performance is really costing your business in the meantime.
Let’s delve deeper.
If your team is not functioning well, you are probably experiencing product or project delays. Product and project delays typically delay revenue, earnings and market share growth. The result is that where your company finds itself, is nowhere near where it would have been had you hired the right person.
Let’s look at the graphic below to illustrate the negative impact of a bad hire over a Product’s Life-Cycle:
Economic Impact of Product Delays
The green line is ideal. It depicts a product that is developed smoothly – without major delays. The product is introduced and grows to maturity quickly – capturing the good margins and market share it deserves for its innovative value.
Now let’s look at the impact of poor executive talent on that same product – the red line.
Slow development delays growth and creates frustration. Perhaps, forcing termination of the executive working on it.
That termination then delays growth further as development and product improvements are delayed during the re-recruiting and on-boarding process. During that time competitors grab market share that should have been yours if the product had been completed and released earlier.
That lost share is nearly impossible to recapture. The lost profits are gone forever. While you were dealing with your bad hire, your competitor wasn’t. They are now, for this product, permanently ahead of you and your reputation has been harmed.
There may be organizational damage as well. Employees, some of them talented, may experience frustration and burn out – resigning from the added stress of playing “catch-up”.
In addition to the economic impact, critical time is lost.
Initially, it takes 3 to 4 months to hire a person, another 3 to 6 months to admit this person is a bad hire and then at least a month of discussions to finally decide to let them go. Then it takes another 3 to 4 months to rehire, with another 3 to 6 months to determine if this person is a good hire. Overall, you are looking at 12-18-month delay to effectiveness.
A bad hire is something that your company may never recover from. Nobody wants that.
Preventing a Bad Hire:
Most important approach to improving the probability of success in finding, vetting and recruiting excellent executive candidates is to use a proven process.
By proven we mean, the process delivers candidates with:
Partnering with an executive search firm that has demonstrated repeated success mitigates greatly the risks associated with the consequences of a bad hire.
Harvard Business Review wrote an excellent article “The Leader’s Guide to Corporate Culture” to help define your organization’s culture and shape it to fit your strategy.
Many leaders often don’t understand culture, ignoring it or handing it off to HR. That can often lead to their plans for their company being derailed. Align culture with strategy and leadership and it drives your organization forward. You can hire and retain great employees, improve morale, and increase profits.
To learn more about culture and how you can use it to shape your organization, read this informative article.
Vistage Research Center conducted a survey of over 1300 SMB CEOs in December 2017. In their article “Five Ways the Best Companies Hire the Best People” they found that 71% of firms are planning to hire more people this year, up from 60% last year.
Hiring the right talent is the single most critical decision facing CEOs this year. Vistage said, in part “getting talent decisions right will play a major role in the success of any SMB in 2018”. In this tight job market, everyone is competing for top talent. Vistage had some insights for hiring the talent you need and retaining the talent you have.
Talent comes before growth. Having the right people in the right job is the basis for businesses. It’s even more crucial for SMB, where depending on one person is greater than for a large company. In fact, it’s crucial for survival. Whether you are trying to make investments in your company or increase business, not having the necessary people can cost you money/lost income/revenue.
Retain your current employees while looking for new hires. In addition to bringing on new people, you need to hold onto the ones you have. Other CEOs will be looking in your company to hire your people away. In a small business, the loss of a single employee can cause the collapse of your current processes; you lose knowledge and productivity.
Grow your employees. Invest in their professional development. It’s an easy way to help you retain your current workforce and will boost their productivity and improve their skills, increasing the likelihood they will stay with you.
Offer competitive wages to employees. It is top strategy in hiring talent. It’s also a smart way to retain talent as it keeps them feeling valued. If they are deserving, offering them a raise can keep them from looking for employment elsewhere. Don’t wait until they have an offer from another company. It’s too late then.
Offer great benefits to potential hires. It will give you a competitive edge. Don’t forget to offer those benefits to your current employees. It will help them feel satisfied and secure. They will be more likely to stay with you.
You can increase your chances of getting the right talent by hiring Acumen Executive Search. Cultural fit is our number one priority. We have a 100% success rate for retained searches, with a 93% employee retention rate that is triple the national average. Our searches are national. We don’t just pull a resume from a database. We go out and find you your next great hire.
Last night I read this article from L’areal Lipkins through Vistage’s network. It made me pause and it hit home as Acumen works with our clients to help determine who is the best candidates for them. More importantly “Who” will be the best cultural fit while meeting the professional skillsets required to do the job.
As a business consultant partner, we see companies through an outsider’s lens. Leaders, C-level executives and boards members come to Acumen to find managers, directors, and C-level professionals. Some of the questions we ask our clients reveals so much and are important questions we ask to determine the metrics they use for success:
Describe your culture in five words or less.
Who will work best in your current state (behaviors, personality traits)?
What are three top problems that this person needs to solve?
How are you measuring their success?
All hiring managers that are hiring or planning on hiring need to ask themselves these question. Then look at their answers to see if they follow L’areal Limpkins definitions. Here is what Ms. Limpkin wrote:
Are you tracking the right sales metrics?
There are three metrics high performing sales organizations track: behaviors, leading indicators, and lagging indicators.
Most organizations only track lagging indicators like revenue, profit, number of new customers, close ratio, etc. The problem with just tracking lagging indicators is that it’s history and there’s nothing you can do about it. This is especially problematic if you have a long sales cycle.
You should also be tracking leading indicators such as appointments, demos, proposals, or whatever makes sense for your business. Leading indicators will give you a red flag that your sales team is on or off track much sooner than waiting until the end of the month, quarter, or year. For example, if you know you close 1 out of 3 proposals and your goal is to bring on 3 new customers, theoretically you need to have 9 qualified proposals. Now obviously we can work on different techniques to improve our close ratio, but the key is you, your sales leader, and your sales people should know what the critical leading indicators are and how they impact results.
Lastly, you should track behaviors. What activities should your sales people be doing every week to get in front of prospects. Maybe it’s cold calls, referrals, prospecting emails, LinkedIn connections, or networking. Again, the goal is to improve our output by improving (or increasing) our input. If we just try to fix the results, we’re fixing the wrong end of the problem. Your sales people should know their top 3-5 prospecting activities and how much they should be doing each week to keep their funnel full and drive leading indicators.
About Ms. L’areal Lipkins:
L’areal Lipkins is Managing Partner at Acuity Systems, and she specializes in helping companies streamline, systematize, and scale their sales efforts. L’areal is a Vistage Member and Vistage Speaker.