When I first became an executive recruiter, there was no computer on my desk; just a shoebox full of 4×6 note cards with contacts’ information. Newspaper advertising was still an effective means of generating a candidate pool, and the ‘facsimile’ was the vogue way to transmit résumés. The trusty telephone –and a healthy network- served as the primary means for finding needles in the haystack.

Today, social media affords easy access to a surfeit of talent-related information; the haystack has mushroomed into a ‘hay mountain’. The executive recruiter who keeps up with the trends and technologies can search smarter, farther and harder for a whole handful of talented ‘needles’. Greater choice allows our clients more exacting selectivity and less compromise on job requirements.

With that said, these tools are also responsible for increased job shopping and job-hopping, altering the structure and behavior of the executive recruitment landscape. The speed and frequency of talent flow between companies has been on the rise, in spite of the flat economy.

Although fewer people are using the phone, it remains an excellent tool for connecting the dots between the glut of data in the virtual world and the thickening relationship mesh in the physical world.

More information ≠ Better connections

While it’s easier than ever to find names, titles, email addresses, and numbers, the wide avenues of communication have simultaneously created new hurdles to connecting authentically. We must now compete with the constant clamor of emails and updates, tweets and texts. Today, sustained performance hinges on the ability to prioritize hundreds of messages, responding only to the information most relevant and critical to immediate objectives. Unless disgruntled in their current role, most executives will understandably overlook or ignore messages that aren’t relevant to their responsibilities.

So, how do we overcome this information barrier? With personal connections.

Initially this may sound daunting. Working as an executive recruiter, we need to generate a critical mass of contacts for adequate reach, but this isn’t just a question of numbers. More than ‘linking in’ with others, our work still revolves around cultivating relationships for talent searches today and tomorrow.

Sparks really begin to fly when we enlist advocates: those who will repeatedly take time out of their busy days to recommend us to the bright talent in their networks. That is still the most reliable way to align company culture with candidate capabilities, competencies, and motivations. It is also the slowest. Indeed, I know of recruiters who have forsaken the phone altogether, perhaps believing that they are faster or more effective working exclusively online. I would argue that this mentality unnecessarily sacrifices opportunity.

The trick lies in finding equilibrium. Dive too deep into the ‘hay mountain’, and you risk getting lost and wasting time on unproductive research. Conversely, just poke around the fringes, and you may not find the best candidates in time. Finding and remaining in the sweet spot takes a balanced approach and sound data analysis.

We have to become adept navigators in the ocean of talent information, tapping relevant relationships to draw a map to the best candidates. Think of it as crowd-sourced recruitment. It’s the combination of new and old technology and the ability to compile more data to make better-informed decisions.

Regardless of how communication preferences and trends evolve in the digital realm, actively building and cultivating personable relationships will reliably distinguish successful executive recruiter efforts. Once we’ve researched the most promising leads online, it’s ultimately the phone that allows us to get through to an audience immersed in digital communication. Though some argue that the phone may be at the beginning of its decline, I maintain that it still has a place among the emerging avenues of communication.

It just takes some old school persistence and patience, neither of which will ever go out of vogue.

What do you think?
Have you noticed a shift in candidates’ and contacts’ preferences in mode of communication?
How has your use of the phone evolved?
Share your thoughts by fax, phone, or the comments field below.

Thought Experiment: What would happen if every other e-mail went to the wrong inbox? Or if Starbucks messed up every other order? Or if doctors made the wrong diagnosis 50% of the time?

A lot of dissatisfied customers and significant lawsuits, for a start.

Would it surprise you to learn that the same rate of failure exists in executive hiring?

According to Barry Deutsch of IMPACT Hiring Solutions, “roughly 56% of newly hired executives fail within two years of starting new jobs.”

Ray B. Williams cites an array of studies documenting failure rates of newly appointed and promoted executives:

• “Harvard Business School reported a 40% to 60% failure rate of U.S. executives in 2003;
• In a 2010 U.S. Conference Board report, only 36% of employees rated their companies’ leadership as good or excellent, down 50% from five years ago;
• A 2005 Corporate Executive Board Recruiting Roundtable survey found 89% of new U.S. executive hires indicated they did not have the optimum level of knowledge and skills to do their jobs;
• A Right Management Consultants’ 2005 report indicated that about 30% of new mangers and executives fail at their new jobs and leave within 18 months.”

As it turns out, some very real costs lurk behind the common fantasy that newly hired executives reliably hit the ground running.

ChiefExecutive.net details the costs associated with failed executive assimilation, including handsome severance packages, cost to recruit a replacement, and impact on stock value and market capitalization.

Considering what’s at stake, companies would do well to take additional precautions to protect their investment by ensuring their newly hired executives do not contribute to the above statistics.

To share some of those precautionary measures with you, I turned to friend, collaborator, and seasoned leadership development consultant Tom Fumarelli. In Tom’s 30+ years as a global operating executive –half of that time as a C-level executive- he managed public, private and family-owned businesses with high-performing teams in a variety of industries and dozens of countries. Trained at Wharton and Harvard, Tom honed his craft working as a CFO, COO and President in consumer goods, retail, banking, and other business sectors. Today, Tom puts his executive experience to work for clients in executive coaching, leadership development, and business consulting. As an executive coach, Tom helps companies’ newly hired executives assimilate into their positions, minimizes the chances of their failure, and works to protect his client’s recruitment effort and investment. In the six years that I have known Tom, he has been one of the toughest and best clients of my career. His high standards and integrity stepped up our partnership and set the foundation for many successful executive-level hires.

Roy Notowitz: Start by describing how you help companies.

Tom Fumarelli: Essentially, I work with business executives and owners to make sustainable change and achieve their personal best. Together, we focus on improving performance through collaboration, communication and accountability.

One element of my services, what you’ve asked me to discuss today, is ensuring that newly hired executives -at the VP-level and above- assimilate into their positions, understand corporate culture and expectations, and build and reinforce behaviors that will provide the greatest benefit to the company in a short period of time.

Most executives are expected to make their mark within the first 100 days, but if they do so in a manner that does not honor company culture or include key constituents in decisions, failure is possible for the executive, for his or her team, and for the company. This preventable situation happens more often than most companies choose to acknowledge.

It’s not unusual for ‘assimilation’ to be confused with ‘on-boarding’ or ‘indoctrination’, so let me take a moment to parse the distinction. On-boarding typically applies to the management level or below, and includes introducing the new-hire to HR policies, delivering an employee handbook, defining preferred methods of customer interaction, and sharing company vision, history, and culture. In a nutshell, on-boarding is a diffusion of information.

Successful assimilation –as a part of executive coaching- builds on that education by focusing on performance. The whole experience is a dynamic partnership between the executive being coached, the coach, and several key constituents in the company: the executive’s superior(s), key peers, and occasionally some subordinates.

To allow for adequate goal setting, regular feedback, and participation from a number of people, the process generally takes about six months. The goal is for the new executive to acquire a practical understanding of company culture and vision, familiarity with the idiosyncrasies of his or her peers’ work styles, and clear comprehension of the responsibilities and resources that pertain to the position.

I always find it amazing that companies spend so many resources on recruitment, but rarely invest the time or effort to ensure success once the executive is on board. Too much emphasis is placed on execution and tactics, while not enough attention is given to facilitating assimilation.

RN: At what point should a company consider involving an executive coach to help with assimilation?

TF: Coaching for a new executive is relevant and applicable in many instances. It is especially useful in three situations: when the executive assumes a position that has been held by another individual for a long time, when an executive moves into a newly created role, or when someone is brought in to run a privately owned business that has been previously managed by its owner/founder.

This new relationship between the executive and the company resembles a marriage in some respects. How many divorces would be prevented if newly wed couples began working with a marriage counselor from day one, instead of waiting for problems to develop? Moreover, think of what contributes to a successful marriage: communication and giving feedback when something is not right.

For companies, successful assimilation should start before the executive’s first day. Recruitment assessments -personality tests, interviews, evaluations, etc.- provide the ideal platform to design an assimilation program tailored to fit the unique match between the candidate’s personality and talents, and the company’s culture and needs. Involving an executive coach late in the recruitment process would reduce the rate of executive failures dramatically.

RN: What are some of the typical challenges that leaders may face when entering a new organization or new role within the current organization?

TF: Let’s look at the three situations I just mentioned.

Where a new executive is filling a position long held by another, there will inevitably be discrepancies in working styles, communication, personality, initiative, etc. The new arrangement’s success will pivot on clear expectations, regular feedback, and sustained participation from those key constituents I mentioned earlier: the superior(s), peers, and some relevant subordinates.
In cases where the executive takes on a newly created position, there’s a good chance of crossed messages and misunderstandings. What’s more, expectations of success and the role may change along the way. I’ve seen cases where decision-making authority isn’t clearly delineated; the new executive takes action with the best of intentions, gets his or her hand slapped, and feels undermined. This is all preventable.

When the new executive is brought in to fill a position previously occupied by the owner/founder –I call these companies ‘family-run businesses’- there are some more specific and delicate challenges. For some owner/founders, relinquishing control can be difficult. There may be a strong emotional attachment to the business, and he or she may scrutinize the new executive’s actions, decisions, and expenses with exacting attention. The new executive’s success depends on the owner/founder’s willingness to delegate and to let go emotionally. In many of these cases, it’s beneficial for the owner/founder to work with a coach independently.

If we think of these family businesses’ management culture as a cohesive organism, a newly introduced person enters like a foreign amoeba. He or she will have new ideas, and a new work style that will inevitably rock the boat. The organism will react by doing everything it can to combat that new entrant; not intentionally, but because it’s new, different, and strange. If the executive is made to face off against the family culture, he or she will lose every time.

RN: What are the most common errors associated with bringing on new executive talent?

TF: I attribute most executive failure to communication problems: inadequate feedback, inconsistent engagement, unclear expectations, etc. The key constituents don’t take the time to ensure that the new executive is in alignment with expectations of management or is familiar with the scope of the position’s decision-making authority. Introductory meetings aren’t enough. Sustained success takes real involvement over time, consistent feedback, and regular engagement.

Too often, new problems will surface for the new executive or the boss –behaviors or decisions that they don’t agree with- and they shrug it off, thinking “It’ll work itself out.” Or superiors may not do a good job sharing their vision, seemingly expecting the new hire to catch on by osmosis. Clear communication could prevent both of these problems.

RN: How do you help increase the likelihood of success?

TF: My clients prefer a results-oriented plan, primarily so that the expectations for the new executive are clear, but also so that they know what they’re getting from me. Decision makers appreciate the structure this lends to the process. It’s not just a ‘feel good’ exercise. Typically, I’ll start with a 360º feedback survey; which includes the new executive, pertinent superiors and peers, and occasionally select subordinates.

In some cases, I’ll facilitate three-way conversations between the new executive, myself –acting as executive coach-, and the boss. Together, we’ll answer a host of simple, essential questions, including: ‘How do you like to work?’, ‘What does success look like?’, ‘What’s important?’, ‘What’s not important?’, ‘What do you need and expect from me?’ and ‘What tools are available?’

After collecting data from these conversations, I’ll encourage –sometimes insist on- the respondents’ participation in the development of an executive coaching action plan. Increasing participation and getting key constituents’ skin in the game greatly improves the likelihood of the new executive’s success. Once that plan is in place, my responsibilities shift to ongoing monitoring and regularly soliciting and facilitating feedback. The nature of this process typically demands an engagement of about six months, sometimes longer. After that point, at my client’s request, I’ll check back every quarter.

The trick with executive coaching is to adapt to the unique dynamic of the individual and the company: establish clear lines of communication, guidelines, acceptable actions, and address the other topics I’ve discussed earlier. Everyone involved should take a step back for an objective look, share goals and tools, and explain what he or she needs to be successful. These are essential questions for any new relationship, but few organizations make the effort.

RN: What should trigger someone to consider using an executive coach to help with assimilation?

TF: Mid- to large-cap businesses tend to have a clearly structured process with enough resources to ensure that new hires get the attention they need to be successful. It’s the smaller-cap and family businesses -which were responsible for 64% of new jobs created in the US during the last two decades- that may not have such a program in place. They may overlook the importance of investing in the executive’s assimilation because they’re starry eyed with their new hire.

Since small business represents 99.7% of all businesses in the US today, this group stands to gain the most -and provide the most benefit- from enlisting the services of an executive coach.

RN: What should people look for in an executive coach that will help smooth the assimilation process?

TF: The people who are better at this level of coaching are those who have been senior-level executives themselves. Experiencing assimilation and seeing the difference between good execution and poor execution informs a level of attention to the big picture and the small details that cannot be synthesized from theory alone. Such a wealth of practical experience provides structure, measurable deliverables, and follow-through; all important ingredients for successful executive assimilation.

Personally, I find that my track record as an executive helps me to understand my clients’ objectives with a big-picture perspective, and retain sensitivity to the projects and pressures of each new-hire’s position.

RN: What other services do you provide and how can someone contact you?

TF: I describe what I do as a three-legged stool. I offer Leadership Development Consulting (e.g. training workshops, team and partnership interventions), Executive Coaching –a part of which we’ve discussed here-, and Business Consulting (tactics concerning strategy, operations, and management).

Each of those legs supports the other two. My business consulting keeps me fresh on contemporary issues. I take the successes and lessons from my coaching clients and share those concepts on a confidential basis with others in similar circumstances.

In general, I approach problems by blending the business perspective with a thorough look at the unique challenges and styles of the organization and its individual contributors. Because no two clients have the same strengths and challenges, each of my solutions must be tailored to fit the situation. The beauty is in honoring the diversity of each individual and entity.

I can be reached through fumarelli.com

 Please let us know your thoughts on this topic.

1. Have you witnessed executive failure that could have been prevented with more investment in assimilation? If so, what did you learn from the experience?

Have you ever worked with an executive coach? What did you learn from the experience? What would you add to Tom Fumarelli

Amidst growing skepticism from green washing, and after a generation of scattered, but well-meaning attempts around the world, the Outdoor Industry Association’s Eco-Index is establishing a framework to measure and analyze concretely a product’s impact from cradle to grave.  By establishing a common language, providing supporting tools, and seeding with the right questions, the Index will enrich internal dialogue and strengthen the business case for environmentally responsible decisions.  A consumer-facing component is still under consideration. 

Recently, I asked Jamie Bainbridge –Director of Textile Development, and Sustainability at NAU, and long-time member of the Eco Index’s advisory council- about the motivation behind the project, now in its beta phase.  “Sustainability is one of the most chameleon components of business today,” Jamie told me.  “What is ‘fact’ one day changes a year later.  Instead of black and white answers, manufacturers have to navigate a series of trade-offs and judgments.” 

As to the Index’s impact on individual job descriptions; “Rather than creating an entirely new department to tackle these questions, I think the future of sustainability lies in its integration into every existing position.  For example, the shipping department will tackle the logistics piece; the people in charge of manufacturer relationships will approach opportunities in the facility.  Everyone will integrate these questions into his or her responsibilities.”

The sweet smell of opportunity.

The proactive executive who embraces this change ahead of the curve will tap an enormous opportunity.  If you want to be credible and marketable after this initiative comes on line, you need to take action now.

Convinced of the opportunity, but concerned that your higher-ups aren’t?  According to Darcy Winslow, a major change-agent at Nike in the 90s, “It’s great if you have leaders’ buy-in, but you don’t need them to initiate change.  If you want to start the conversation that will progress into positive, responsible decisions, you have to draw a direct connection with the bottom line. For example, greater efficiencies in facilities can be your first point of dollar savings: greener tech and production can save money. That’s how we started at Nike.” 

Winslow –now the Director of Willamette University’s Sustainable Enterprise Certificate- says “You have to be able to see the entire system.  Substituting eco-friendly materials is just the first step.  It’s when you step back and look at the systems – the whole design of the product through to the supply chain- that you get into a re-design capable of incredible change.”

Some companies already require hiring candidates to have real-world education or experience in this field.  Executives who want to remain competitive are actively sharpening their skill sets. That’s why you’re seeing more programs like the Sustainable Enterprise Certificate. 

One final thought:

Since the Index has had so many companies contribute to its development (75 at last count), it’s very likely that it will drive the direction of the industry.  In fact, many ‘outsiders’ are also participating; I wouldn’t be surprised to see the process –once completed- adopted by many different consumer product industries.  One more reason to get involved early.

How should executives ‘get on board’?

1. Jamie Bainbridge: “There are number of experts in sustainability and environmental sciences, but few that mix it well with business.  To get started, learn about the Eco Index.  How will it relate to your current work and your professional aspirations?  Find ways to incorporate it into your job, even if it is not yet an expectation.”
2. Darcy Winslow: “Earn the Sustainable Enterprise Certificate. Of the many options out there, this program’s beauty lies in its quality and brevity. We teach systems thinking, how to shift your business and engage others in collaboration through the best leverage points.” 

If you’re confronting these questions in your current position, please share your thoughts and experience. 

• What are you doing to keep up with this industry shift?
• Recruiters and HR readers: How are you evaluating candidate’s eco competencies during the hiring process?
• Executives: How are you developing you knowledge of sustainability?

In many cases, the person who gets the job is the one who interviews the best.  Over the years, I have interviewed thousands of people and gathered candidate feedback from loads of hiring managers.  In my opinion, here are the top 6 biggest interviewing mistakes people make.

1.    Trying too hard. It is likely that you are really excited about the interview, but interviewers sometimes view an eager candidate as a desperate candidate. I am not sure why, but I have seen the desperate vibe have the same effect as bug repellant. Remember that the reason why you are interviewing there in the first place is that you have experience that is of interest and value to the company. Pump yourself up by making a list of all of the reasons why the company would be lucky to have you as an employee. Put the list in your pocket and remember that it is there to help keep you from being an eager beaver. Be sure to follow up after the interview with a nice email or card, but keep it relatively short without being too gushy.

2.    Failure to prepare. There is no excuse for not being prepared for an interview. Start with research on the web and make sure to connect with any contacts that might be able to provide you with additional insight. Go to the company website and read all of their press releases and financial information if it is available. Try to understand as much as you can about the history, values, business strategy, products, customers, and partners. Read the position description and review the profiles of employees on LinkedIN to learn more about how roles are defined within the organization. If not prepared, an interviewer may assume that you are not interested, not organized, or not smart.

3.     Not knowing your weaknesses. It is refreshing when someone can comfortably articulate what he or she doesn’t know. For some reason, certain candidates think that they have to be knowledgeable about everything they are asked. Do not stretch the truth, gloss over a topic, give a generic answer, lie, or avoid the question. A skilled interviewer will recognize your game and it can be a deal breaker.

4.    Being boring. If you are starting to see signs that the interviewer is daydreaming, clock watching, or falling asleep, then you may be in violation. To be interesting you must first be interested. If you are interested in them, they will be interested in you. Share examples of your experience in the form of stories to help interviewers visualize you doing your job and demonstrating your competency.

5.    Friendly too fast. The line between professional relationships and friendship continue to blur. An interview is serious business. If you are thinking about sharing some tidbit of personal information, but hesitate because you are unsure if it is appropriate – stop yourself, bite your lip, and keep your mouth shut. It’s okay to be personal, friendly, or funny, but always keep it professional.

6.    Negative comments. It does not matter how much you hated your last job or last boss, just keep it to yourself. If you can’t be positive, be neutral. You can express reasons why you are motivated to make a change, but do not bad mouth your current or previous employer or coworkers. If you do, one might assume that you are part of the problem. A positive attitude and approach to work can make the difference between success and failure. Don’t underestimate the power of a “can do” positive attitude.

About Noto – www.notogroup.com
Roy Notowitz is currently the Managing Partner of Notogroup. Over the past 13 years, Roy (AKA “Noto”) has been a trusted talent acquisition advisor to dozens of leading consumer products and technology companies nationwide. Some of his clients have included: adidas, Brooks Running, Eagle Creek, Easton-Bell, Fox Racing, Hanesbrands, Intel, Mountain Hardwear, Nike, Pendleton, Rome Snowboards, Salomon Sports, Timberland, Tripwire, and Yakima Products.

He has written for, and addressed, groups such as the American Marketing Association, American Electronics Association and Outdoor Industry Association on topics that include talent alignment, hiring trends, strategic staffing, relationship recruiting, employment branding, candidate experience, interviewing and selection.

Roy was recently recognized by the industry as a recipient of the “SGB 40 Under 40” award. Roy received his bachelor’s degree from the State University of New York and his master’s degree from Virginia Tech. When not working, Roy enjoys spending time with family, hiking, fishing, running and skiing.