The Best Executive Searches Begin with Business Strategy, Not Resumes

Executive Summary

When an executive search fails, most people blame the candidate. Sometimes they blame the recruiter. In reality, the majority of executive searches are set up to fail before the first interview ever takes place.

The problem usually isn't the talent presented—it's the lack of clarity within the organization. Companies often rush to replace a leader without taking the time to understand what the business actually needs next.  The difference between a successful search and a failed one often comes down to how deeply the search partner understands the organization before presenting a single candidate.  Early in my recruiting career, I wouldn't have had the experience to approach a search this way. It took years of leading organizations, working with boards, hiring executives, and navigating difficult business challenges to understand that the résumé is rarely the hardest part of the search.

The best executive searches begin with strategy, not resumes.  At Path Advisory, every executive search begins with a Current State Assessment. 

For example - I worked with an organization with a failed CEO.  What the Board wanted was not at all what the organization needed.  The Board took feedback from the prior CEO at face value.  They did not do a deep dive into what was broken and why there was conflict in the organization.   The second time around, we knew what the organization needed and provided transparency to the incoming CEO on the positives and challenges.   It became clear that the organization's biggest challenge wasn't strategy-it was trust. Everyone wanted the same thing, conflict was celebrated, where it should have been partnerships.    Relationships had broken down, communication had deteriorated, and leaders were operating in fear. Hiring another technically strong CEO wouldn't have solved that problem.  The organization didn't need another executive. It needed a leader who could rebuild trust.  I am confident this time around there will be success.  

Those experiences shaped how I approach every executive search today.

The Traditional Search Process

Most firms follow a familiar process:

• Gather a job description.

• Schedule an intake meeting

• Source candidates

• Conduct interviews

• Present finalists

• Extend the offer.

While this process can fill a position, it doesn't always solve the underlying business challenge.  Hiring someone into the wrong role—or into an organization that hasn't clearly defined success—is one of the most expensive mistakes a company can make.   Hiring the wrong leader can be detrimental to the culture and take years to fix.  

Why Searches Fail Before They Start

1. The Company Doesn't Know What Problem It's Trying to Solve

Every hiring decision should answer a business question.

Are you trying to:

• Scale?

• Improve profitability?

• Professionalize operations?

• Prepare for an acquisition?

• Replace a founder?

• Build a leadership team?

• Improve culture? 

• Prepare for a Sale? 

Without clarity, organizations end up searching for experience instead of solutions.  Technical expertise may get an executive hired. Leadership determines whether they succeed.  They have a brief time to build confidence, understand the challenges and create a plan going forward.   

2. The Job Description Reflects the Past Instead of the Future

Many executive job descriptions are copied from the person who previously held the role.  But businesses evolve.  

The next CFO, COO, or CEO may need a completely different skill set than the last one.

Instead of asking:"What did the previous executive do?"

Ask:

·        What does the company need over the next three to five years?

·        What are the challenges today? 

·        What is leadership culture? 

·        Can I make decisions?

·        Who do I report to?

·        What authority do I actually have?

·        Is the Board aligned?

·        Am I being hired to fix things or simply absorb blame?

·        How is this role empowered?  How do the team like to work together? 

·        What are some issues that the team has had in the past and how were they solved? 

Treating the process like a consulting engagement is key.  I have worked in cultures where I am empowered to do whatever needs to be done as long as I have met key metrics and I have been in cultures where decisions are made as a team.  Understanding these issues before launching a search dramatically reduces the risk of making the wrong hire. 

3. Leadership Isn't Aligned

One executive wants a strategic thinker.

Another wants an operator.

The Board wants transformation.

The CEO wants stability.

If stakeholders aren't aligned before the search begins, candidates receive mixed messages throughout the interview process.

The result? Confusion, delays, and often the wrong hire.

Oftentimes, when I finalize the current state, I circulate my results for buy-in and sign-off.  This creates alignment across the executive team.  Additionally, understanding the roles of the search committee and eliminating bottlenecks leads to a far more efficient process.  Without alignment on the role's criteria, there will never be alignment on the candidates. 

4. The Search Is Treated Like an HR Exercise Instead of a Business Decision

Hiring a CFO isn't about filling a finance role. It's about deciding how capital will be allocated.

Hiring a CEO isn't about replacing a person. It's about determining where the business will be five years from now.

Executive hiring is one of the largest investments a company makes.

Treating it like a recruiting exercise instead of a strategic business decision dramatically increases the risk of failure.

5. Company Culture Isn't Clearly Defined

Candidates aren't just evaluating the opportunity.

They're evaluating:

• Leadership

• Decision-making

• Communication

• Accountability

• Trust

• Culture

Organizations that cannot clearly articulate who they are struggle to attract the right leaders.  In addition, being transparent on who you are will attract the right fit.  I always prepare the candidates and the client.  Everyone's time is valuable and it is important that both are prepared with good questions for a productive interview.  If the search firm does not fully understand the culture, it will be a failed search, period. I used to think that skills, client service and experience topped culture fit.  I've learned that collaboration, trust, and accountability ultimately matter more than checking every box on a resume. Having a member of staff who is not a team player and creates chaos is not good for production.  Oftentimes the skills can be picked up quickly while leaning on support from the experts.  Protecting the company’s culture, hiring smart people and creating a positive work environment will bring far more success than one person whose skills are good but causes damage to others. 

6. Success Isn't Defined

One of the first questions we ask clients is simple:

What does success look like after one year?

What is expected the first 90 days? 

How do you evaluate your team? 

Surprisingly, many organizations don't have an answer.

Without measurable expectations, it's impossible to evaluate candidates effectively. Oftentimes a leader can think they are doing fantastic because clients are happy and the business is growing.  If they do not understand their expectations, they will become frustrated as well as their leadership.  This is tougher than you think.  

The Current State Assessment

At Path Advisory, we believe executive search begins with a Current State Assessment. We solve leadership problems. Sometimes the answer is an executive search.

Before we recruit anyone, we ask questions like:

·         Where is the business today?

·         What changed?

·         Why did the previous leader struggle?

·         What does success actually look like?

·         Is leadership aligned?

·         What kind of culture exists today?

·         What kind of culture do you want tomorrow?

Only after answering those questions do we begin recruiting.  That's why we don't start with candidates. We start with the business.

Because the right executive for one company may be the wrong executive for another—even if their resume looks perfect.

Executive Search Is Really Organizational Strategy

The best searches don't simply fill vacancies.

They help organizations answer larger questions:

• Where are we going?

• What leadership do we need to get there?

• What gaps exist today?

• What type of person will complement our existing team?

Those answers create stronger hires and better long-term outcomes.

Kate’s Perspective

After spending my career as an executive, business owner, and advisor, I've learned that companies rarely fail because they can't find talented people. They struggle because they haven't fully defined the leadership challenge they're trying to solve. Executive search isn't about filling an opening. It's about creating alignment around where the organization is headed and finding the leader who can help get it there. That's why I believe the best searches begin long before the first candidate is identified.

About Kate Kenney

Kate is the Founder of Path Advisory, a Partner at RDG Capital Management, and has spent more than 20 years leading organizations, building companies, and advising boards and business owners.