167 – High performance: ‘Why I Like People with Unconventional Résumés. Claudio Fernández-Aráoz.

Posted by Colin Weatherby                                                                         500 words

its not the what or the how cover

This is the title of a chapter in Fernández-Aroáz’s book ‘It’s not the How or the What but the Who’. It is also the title of a blog he posted for HBR.org . In it he discusses the unconventional candidate with exceptional potential. I was surprised at his honesty in discussing his personal ‘epiphany’ when he realized that, as a recruiter, he had been advocating a recruitment strategy that his own company did not follow.

Fernández-Aráoz starts the chapter by discussing his HBR.org blog post and the response it prompted. Many of the respondents described their frustration at recruiters who didn’t appreciate, understand, or even consider their track record. For many people who have pursued executive roles in local government this is not news.

Many councils or almost all recruiters play it safe. Continue reading

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145 – The deep web and local government recruitment.

Posted by Colin Weatherby                                                                                         1100 words

deep web

Local government executive recruitment is a game. Often recruitment is not genuinely based on competence and ability. In many cases, relationships are far more important. I have heard it described as the ‘deep web’ – what you see isn’t all there is. So, how does it work?

Councils recruiting a new CEO tend to go for ‘tried and true’ or ‘shiny and new’.  I think analysis will show an alternating pattern from one to another. It is almost as though councilors become bored with their CEO, or, more likely, the CEO refuses to do what they tell them to do. Once a CEO stands up and says ‘no’, they are likely to be on the way out.

Councilors know that they can demand that a CEO does what they want – whether or not it is in their or the community’s best interests. I think that once a council has dismissed a CEO and they have a ‘taste of blood’ they are more likely to do it again and a cycle of CEO non-reappointments and appointments begins (with all the disruption this brings).

When councils are recruiting a CEO, they rely on assistance from the recruiters – companies that specialise in helping councils to recruit executives. These companies can be highly influential. Continue reading