Executive Search Blog

The War for Talent: What's the argument really about ?

Peter D'Autry — Tue, 01 May 2012 08:41:12 +0000

The War for Talent is the catchy and hyped title of a book published in 1998 by a set of McKinsey Consultants, its publication date heralding "talent management" as af business discipline. In that influential book talent is described as a scarce resource critical for corporate performance, and one of the most competitive differentiators for any company. The contrarian Stanford Professors Robert Sutton and Jeffrey Pfeiffer devote in "Hard Facts, Dangerous Half-Truths, and Total Nonsense" a chapter to talent management

On Judgement

Peter D'Autry — Mon, 30 Apr 2012 10:03:36 +0000

The ability to provide judgement differentiates search consultants from recruiters. It transcends the transactional exchange of CV’s and is the main value a search consultant brings to the process. Judgement has a double nature. First it is the result of an engagement with a client on how to solve a critical and sensitive business problem through the acquisition of talent. Next it is the culmination of an assessment of the required qualities, capabilities and fit of executives to be hired.

On finding people

Peter D'Autry — Fri, 13 Apr 2012 13:26:42 +0000

Executive search consultants are not in the business of finding people, just as sales people do not send price proposals and invoices. The fact that sales goes far beyond a transaction of goods or services clearly does not raise an eyebrow anymore amongst the general public. Similarly Executive Search implies more than finding people. While everyone with a phone and internet access can find people, it is much harder to identify and assess those business problems that can be solved through placing the right talent.

Leadership and Humility

Peter D'Autry — Tue, 03 Apr 2012 11:11:45 +0000

Humility is a trait seldom articulated when a personality profile is provided by companies seeking senior leadership. The reason is that humbleness seems to conflict with charisma, a correlate of self-confidence and charm that inspires, drives and motivates people. One client considered humbleness to be outright negative; as they associated it with meekness, introversion and timidity. I had to explain to them humility is not only an antidote to the dark side of charisma, but is also key to the ability of an executive to put and keep a team together of A performers.

The 7 Habits of Spectaculary Unsuccesful Executives

Peter D'Autry — Tue, 03 Jan 2012 12:08:50 +0000

From Forbes

1) They see themselves and their companies dominating their environment (warning sign: a lack of respect)

2) They identify so completely with the company/corporation that there is no clear boundary between their personal interests and their corporation's interest (warning sign: questions of character)

3) They think they have all the answers (warning sign: no followers)

4) They ruthlessly eliminate anyone who is not completely behind them (warning sign: executive departures/churn)

5) They are consumate spokepersons, obsessed with the company image (warning sign: blatant attention seeking)

6) They under-estimate obstacles (warning sign: excessive hype)

7) They stubbornly rely on what worked for them in the past (warning sign: constantly referring to what worked in the past)

The assessment of strategic depth

Peter D'Autry — Fri, 09 Dec 2011 21:00:00 +0000

One of the required traits for a senior leader is an ability to craft and execute strategy. In his book Good Strategy, Bad Strategy, Richard Rumelt describes how the task of the corporate leader is closely linked to the design and execution of good strategy. Strategy in his view is not a goal or a wish, but the outcome of an in-depth and straightforward appraisal of the problems and the challenges of a company, a process that culminates in where, why and how a series of actions should be taken. The result of such appraisal inevitably leads to a choice of specific action and focus that excludes alternatives and allocates resources to the action underlying strategic execution.

Tim Cook and the rise of the Chief Supply Chain Officer ?

Peter D'Autry — Sun, 09 Oct 2011 19:59:08 +0000

In a recent WMS Software Advice blog post "Consumer-Driven Technology Creates the Need for a C-Level Supplychain Focus", Michael Koploy argues that the raising importance of supply chain management merits the creation of a C-level position with Supply Chain responsibility, as supply chain management can make or brake a company in today's globalized interconnected economy. He took the example of how Tim Cook, with a background in manufacturing and supply chain management rose through the ranks at IBM, Compaq and Apple to become CEO of the worlds most valuable company. Michael wrote me a mail to ask if I could share my thoughts on his article.

Recruiting and Astrology ?

Peter D'Autry — Wed, 20 Jul 2011 17:17:39 +0000

A few weeks ago I had the pleasure to dine in Athens in the company the HR director of one of the larger Greek Technology companies. She confided she planned to leave, and was considering other employment alternatives. The reason behind her decision to leave was a peculiar request from an executive belonging to the company they just merged with.

This senior director pointed to the staple of CV's of Senior SW Developers she was reviewing on her desk, requesting her to select only people with Virgo and Leo zodiac signs so he could "achieve team coherence". I thought she was joking, but the look in her eyes confirmed this effectively happened.

5 years in this business and I assumed to have heard and seen it all. Obviously I did not.

Outsourcing recruitment for dysfunctional hiring

Peter D'Autry — Wed, 15 Jun 2011 16:26:00 +0000

During 2010 I worked with a multinational technology client filling several critical roles across Europe, varying in seniority from Account Managers to Senior EMEA Directors. The firm was growing ferociously fast, and needed to fill close to 200 positions across EMEA. This company has a highly visible brand, and is proud to have been nominated one of the best companies to work for by Fortune magazine some time ago.

On Talent and the difference between Recruiters and Search Consultants

Peter D'Autry — Sat, 23 Apr 2011 11:18:52 +0000

In 1964 Justice Potter Stewart tried to explain "hard-core" pornography, or what is obscene, by saying, "I shall not today attempt further to define the kinds of material I understand to be embraced . . . but I know it when I see it . . . This quote, and the intent behind it, is well known as summarizing the irony and difficulty in trying to define obscenity. For at least fifty years, the Supreme Court has been struggling with defining what speech is "obscene".