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Part -
II
Most senior folks are
extremely good listeners (that is one of the reasons why they become
senior, in the first place!), and polite as well. If you are not
interested in the assignment, simply decline, citing your reasons, or if
you know the search firm well or have the time, offer to suggest names
that you think could be relevant. Consultants are used to rejections but
not rudeness. Search people (even relatively junior ones) are trained to
look for subtle signals like haughtiness. As they are constantly calling
candidates who are very successful, it is suggested that an executive
behaves professionally with consultants. Like everyone else, even the
search consultant has tough deadlines to meet and if you have evinced
interest in an assignment and subsequently changed your mind, at least
let them know. Expecting the consultant to constantly chase you is not a
terribly good idea. It is accepted that candidates can change their mind
and one is only suggesting elementary courtesy be accorded by
communicating on time. On the flip side, some search consultants
(especially very egoistical ones) sometimes refrain from calling senior
candidates on their own, but use a circuitous route of using their
secretaries, putting off senior candidates completely.
The search profession
survives on nuggets of information on businesses, companies, likely
movements of individuals. Usually, they rely on candidates for such
knowledge and will not ask a candidate sensitive information about his
current employers. An executive would do no harm in helping with benign
information, after he or she has left his previous employer and should
be willing to share details on structures, cultures and profiles. Many
people however are uncomfortable and an experienced consultant knows
where to draw the line and rightly do not push. On the other hand, at
times, even very large firms have compromised on the level of
discreetness they ought to have adhered to. Be wary of such executive
search folks. Usually, you will be able to gauge the quality of the
search consultant within a few minutes of hearing her or him. You will
know if the one who has called you is worth talking to - a good
consultant will always be prepared and flexible.
Finally, it is pertinent
to remember that positions handled by executive search represent only a
minority of the total executive job marketplace. So although getting on
the radar screen of executive search firms and building a rapport with
them is an important part of executive career management, it should be
balanced with other strategies such as delivering on your job and
networking.
Concluded. |
