I’m an exercise devotee and I can state without reservation that it’s been a lifelong habit. Part of my habit’s venue is indoors—first at gyms, then at health clubs. I don’t view my workout as a chore or an activity that gets in the way of business; it complements my business. While I spin, cross-train, dance or run the track, I’m also observing, connecting, talking and forming relationships. Rarely do I listen to an entire playlist, and, as my earbuds come out and I begin or continue a conversation, I understand and appreciate the value of the networking opportunity. I’ve formed deep friendships, conducted and referred business and often leveraged the network for my clients. But one workout session a few years ago forced me to rethink how potential board directors are viewed by some entities and how to respond to challenging candidacy issues.
Eyes fixed, I scrutinized the back of a T-shirt that a man was wearing as he biked in the row ahead. It bore the name, logo and tagline of an established global recruitment firm for senior executives. The organization had recently been cited in a BusinessWeek.com column as a top-tier destination for those seeking transitional C-Suite roles and board seats. When the man finished biking, he turned and I smiled and waved him over. “Have you ever used “Firm X’s” services, or been placed by them onto a corporate board seat?” I asked. He responded “Actually, no. I’m the founder and CEO.” Immediately, I reached for my “reporter’s notebook” and, in under the elevator minute, described my business and a client I had represented who was seeking a board seat. “Do you think you can help him, or know of any opportunities that may fit his profile?” The “Firm X” CEO immediately referred me to two partners who handled board recruitment. I called both the minute I got back to my office, prepared to promote my client. Here’s what happened in one conversation.
Acutely aware of the business model of most executive recruitment firms, I’m never dissuaded from taking my best shot, and I pitched this client’s immediate and future value to the partner for the opportunity described earlier at my health club. I didn’t even finish my short pitch when I was interrupted. “Does your client have experience in manufacturing?” I answered “no” and will not quote the rest of his query, because it rankled. Beyond his stated criteria that I can only describe as fitting a shrinking demographic in this country, he added, “And of course, our client is seeking someone who can sit up straight and not drool on himself.” I promise you: no hyperbole in this story.
I laughed briefly and then finished my pitch. No go. I ended the call by telling him that regardless of their client’s wishes I was sending along my client’s résumé anyway. Whether or not it was a function of the client’s specifications, or the recruiter’s embedded relationship with that client, or silo vision for both I don’t know. Although my client—a former COO and CFO in a well-known, middle-market services firm in another industry—could have been considered for his operational and financial expertise and deep experience with M&As, I knew that I couldn’t move the unmovable in this case. My assessment of what may well have been an excellent fit did not match the obligations of the recruitment firm to their client. This is anecdotal and should not deter any prospective board candidate from using a recruiter to broadcast availability. As one aspect of what should be a more comprehensive strategy, it is often used as the primary step in the overall plan—but it should never be the sole measure. Not only is it not practical, it may well extend the timeline for a successful conclusion.
The good news is that there are an abundance of ideas, strategies and tactics for promoting a good candidacy across the spectrum of decision-makers, recruiters, tangential anointers and overlapping networks. If you are not a “business celebrity” who is regularly invited to join a board (or a highly desirable golf game) then you will have to work more proactively.
In subsequent blog posts, I’ll share some ideas about the nature of a good candidacy and focus on particular expertise, leadership characteristics, functional capabilities, diverse experiences, markets and industries. These are only some points for consideration.
There is an endless list of issues that impact board decisions, including legal and regulatory requirements, the structure of a business; i.e., public, private or non-profit; independent vs. inside directorships; and shareholder and management challenges.
What about my story? Aside from these elements, what do you think about a recruitment firm executing a search based on gender, race and age—beyond industry experience—even if in that specific case there are no legal barriers? And what do you think is the rationale for the client company’s criteria?
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