BroadView Talent Partners is thrilled to announce the launch of C-Suite Elevated, our new podcast dedicated to exploring the world of executive leadership.
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Unlike many CEOs who discover their leadership aspirations later in life, Mac McNeil knew his destination early on, just not his path. Growing up primarily in Germany as a self-proclaimed Army brat, he saw leadership all around. “I probably knew at sixteen that I wanted to be a CEO,” shares Mac, whose first stint at leadership was as student council (StuCo) body president.
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In any organization, the transition of an employee from peer to C-suite – or C-suite to CEO — can be a balancing act. Subject matter expertise alone is not enough. We encounter internal candidates in well over 50% of the searches we conduct. To kick off our new CEO leadership series, we sat down with Bill Lynch, President of the Specialty Food Association (SFA). Like nearly one-in-four CEOs, Bill was an internal candidate.
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By reflecting the demographics of the communities they serve, supporting diversity, and taking a hard look at board governance, nonprofits can not only identify and recruit their next great leader but also uplift the organization for a long-term, sustainable, and impactful future.
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At the pinnacle of their organizations, CEOs often find themselves in a paradoxical position of both power and isolation. The weight of high-stakes decisions, constant scrutiny, and the burden of steering a company's course can easily create a sense of solitude in this leadership role. To complicate matters, the hierarchical structure of organizations can make it challenging for CEOs to forge genuine connections with their subordinates, as their authority might inadvertently create a barrier to open and candid interactions. Additionally, a CEO's unique vantage point can make it difficult to confide in colleagues or share concerns without the fear of undermining their own authority or causing panic among employees.
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Here’s the truth: reference reports can make or break a candidate’s chances of getting their dream job. After conducting and writing hundreds of reference reports for candidates over the years, we’ve identified vital tips for both the candidates tasked with submitting references and the respondents who agree to be interviewed on their behalf.
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Whether you are mid-career or an experienced C-Suite professional, job interviews can be both stressful and overwhelming. There are a number of factors that can derail the process, causing you to trip at exactly the moment you are trying to hit the ground running. Unfortunately, these unintended mishaps can quickly decrease your chances of making a positive first impression regardless of how well-intentioned — or seemingly qualified — you are.
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One of our core beliefs about leaders is this: Every leader is not expected to have it all, but they must have a preponderance of it all and they must be able to lead it all. Any gaps or blindspots that he/she/they have must be ably or mightily filled by one of their current or prospective direct reports to mitigate and minimize organizational risk.
There is one corollary to this rule: A CEO absolutely must have superior communication and influencing capabilities.
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Like it or not, there’s a new leadership reality coming. The post-pandemic period has brought permanent changes and challenges to the U.S. workforce, including condensed CEO leadership tenures. For boards and executive leadership teams, the time to prepare is now.
Baby Boomers, those born between 1946 and 1964, continue to retire in record numbers. They are being replaced by talented, energetic, innovative and dynamic X-Gens (born 1965-1980) and experienced Millennials (born 1981-1996).
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Heading into the interview process can make even the most seasoned executive sweat. When we facilitate a client’s candidate interviewing process, we do so using what we describe as the 6-3-2 process. This includes a first round pool of six candidates, a second round pool of three and a final round — with board presentations — of two finalists. Knowing where many candidates trip up and avoiding the same mistakes can be the difference between making it to the next round of your dream job — or not.
In the end, there can only be one winner in each and every search. Candidates who master the interview process tend to compete consistently, making it to the final rounds and/or winning the mandate.
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It has been just over one year since COVID-19 changed how we do business, transplanting us from board rooms to Zoom rooms. While much of the world begins returning to some semblance of pre-pandemic life, the workplace as we knew it may be changed forever. Many employees are choosing to continue working from home while employers are considering hybrid work weeks and downsizing their office footprint. The remote office, it appears, is not going away any time soon.
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Affordable Housing entities (AHE) and Non-Profit Organizations (NPO) boards members, senior staff and executive leadership all desire efficient and effective interview processes for obvious reasons. Unfortunately however, they are rarely prepared. Why is that? Let’s explore common obstacles as well as steps for improving the process for both interviewers and candidates.
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