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?
