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Executive Search
Executive & Board Search
People decisions with significant organizational, financial, and cultural stakes.
Spencer Stuart
Egon Zehnder
Korn Ferry
Russell Reynolds
Inside this journey
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Pre-Discovery
Align the room on outcomes, decision process, confidentiality, and constraints before deeper discovery.
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Stakeholder Alignment
Confirm decision roles, timeline, confidentiality expectations, and what success looks like for each committee member.
Alignment Questions
Opening: The Role in One Breath
- Describe the single most important outcome you need this hire to deliver in the first 12 months.
- What title(s) will this person hold and to whom will they report?
- Is this role replacing an incumbent, newly created, or being repurposed from another function?
- What would make you feel this search was an unambiguous success at 18 months?
Who Really Owns the Decision?
- If the board asked tomorrow who ultimately decides the hire, who would you name—and why might that feel uncomfortable?
- Which of these actors will be actively influencing or approving the final decision?
- Are there any stakeholders who have informal veto power or outsized influence that isn’t reflected in governance documents?
- If yes or unsure, name the person(s), their role, and how they might exercise influence (e.g., public objection, withholding resources, delaying approvals).
- How aligned is the search committee today about the top two competencies required for this role?
Where the Clock Is: Timeline Pressure and Flexibility
- Imagine your preferred candidate accepts another offer next week—what is the real cost to the organization (strategic, operational, financial)?
- What is your target time-to-shortlist and your hard deadline for offer acceptance?
- How flexible is the timeline if the ideal candidate requires extended negotiation or a delayed start date?
- Has a recent event (retirement announcement, regulatory change, merger talk, litigation) created urgency or uncertainty around timing? If so, describe.
- Who will own schedule changes and final approval of timeline adjustments?
What Success Actually Feels Like to Each Person
- Which committee members should we map to understand individual success criteria and political interests?
- For each named individual, what would their personal definition of success look like—list name, role, and 1–2 measurable signals they will use to judge the hire.
- Who among the stakeholders cares most about cultural fit versus technical competency? (select all that apply)
- Which stakeholder is most likely to prioritize diversity, equity, and inclusion as a top success metric?
- Are there stakeholders whose success metrics are in direct tension (e.g., short-term financial focus vs. long-term clinical transformation)? Identify and explain.
Secrets & Boundaries: Confidentiality, Disclosure, and External Communication
- What would happen if a candidate’s presence on the slate leaked before an offer—who would be hurt and how quickly would damage be felt?
- Which confidentiality level describes how you want us to handle outreach and references?
- Do you require NDAs, press embargoes, or board-approved communication plans before active outreach?
- Who on your team will be the single point of contact for all candidate-related communications and confidential approvals?
- Have leaks or premature disclosures affected prior searches? If yes, describe the incident and consequences.
What We've Tried and What Broke
- When you look back at the last comparable search, what single mistake would you change if you could?
- Which of these past issues best describes what went wrong before?
- How long did the problematic issue persist before someone intervened, and what finally fixed it?
- Are there internal candidates or preferred external referrals the committee expects to consider? If so, how will they be evaluated to avoid bias?
- What would you need from us to feel confident we won’t repeat the same mistakes?
The Committee’s Compass: Roles, Availability, and Decision Rhythm
- Is the committee prepared to meet on a regular, short-notice cadence while candidates are active? If not, why?
- Which meeting cadence would the committee commit to for review and decisioning during active candidate windows?
- Who will be given decision authority between full committee meetings (e.g., committee chair, CEO)?
- What is the committee’s preferred method for candidate feedback (scored matrices, oral debrief, written comments)?
- How quickly can committee members provide turnaround on candidate feedback to keep pace with passive candidate interest?
Hidden Risks, Red Lines, and Deal-Breakers
- What single non-negotiable would immediately halt an offer (e.g., compensation cap, conflict of interest, inability to relocate)?
- Which of these issues would require board-level escalation before proceeding?
- Are there subsets of candidates you explicitly do NOT want us to approach (e.g., current vendors, recent hires from partner institutions)? Please explain.
- How should we handle a finalist with minor, disclosable risks (e.g., credit issues, single past regulatory finding) when stakeholders disagree on acceptability?
- Is there any internal politics or active negotiation (merger, leadership change) that could become a hidden risk to the search?
Reference Signals: Who We Should Call and What We Want to Learn
- Which types of referees will carry the most weight for this role (select up to three)?
- Do you want references to be background-only checks initially or deep, structured reference interviews before finalist-stage offers?
- Are there organizations or people we must avoid contacting during research and referencing due to sensitivity?
- What are the top three behavioral signals we must validate in references (e.g., stakeholder diplomacy, turnaround leadership, financial stewardship)?
- How transparent should we be with candidates about who will be checked and when?
Mutual Expectations: Reporting, Feedback, and Decision SLAs
- If we agree to weekly progress reporting, what level of detail do you expect (high-level milestones, candidate names, redacted target lists)?
- What is acceptable turnaround time from committee for reviewing a slate or interview feedback?
- Which communication channels are preferred for urgent decisioning (select all that apply)?
- How would you like us to surface candidate concerns—private note to committee chair first, group note to committee, or include in standard report?
- What penalties or consequences should be in place if committee feedback repeatedly misses agreed SLAs and delays the process?
Final Clarity: Commitment, Exclusivity, and Next Steps
- Are you prepared to commit to an exclusive retained search and a defined meeting cadence if we can meet the agreed success signals?
- Which of these contractual items are non-negotiable from your side?
- Who needs to approve the retainer and terms, and what is the expected approval timeline?
- What would make you hesitate to proceed even after reviewing our methodology and redacted target list?
- What immediate next step would make you feel we are aligned and ready to launch?
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Current State Mapping
Document governance gaps, prior search lessons, internal candidate readiness, and failure modes that must be avoided.
Current State
Starting Light: The Role in One Line
- To get started, in one sentence how would you describe why this role is critical right now?
- What triggered this search (select all that apply)?
- What is your ideal placement timeline from launch to offer acceptance?
- Who are the primary decision-makers and their titles (brief list)?
- How important is maintaining strict confidentiality during this search?
- Which outcomes would make this search feel unquestionably successful to your board?
If This Fails, Who Pays the Price?
- What is the single worst thing that could happen if this search doesn’t produce the right leader?
- Which past placement failures still influence how you approach searches today?
- When a prior placement underperformed, what practical consequences followed (e.g., operational disruption, financial loss, board turnover)?
- How does the committee typically respond emotionally and procedurally when a search needs to be restarted?
- Which failure modes must we avoid at all costs (select up to three)?
Who Isn’t at the Table but Should Be?
- Which governance or approval roles are not currently engaged that have derailed searches in the past?
- Where are decision rights unclear—who approves profile changes, slate acceptance, and final offer terms?
- How often do governance processes (e.g., committee quorum, charter constraints) extend your timeline?
- When alignment breaks down, what tends to be the sticking point (values, compensation, background, geography, diversity)?
- Describe a recent moment when governance slowed or changed the search outcome—what happened and what would you change?
What Have Your Past Searches Actually Taught You?
- Think back to the last two retained searches you ran—what patterns do you notice about what worked and what didn’t?
- Which vendor behaviors in past searches were most valuable to your committee (select all that apply)?
- Which unmet expectations from past partners hurt the search most?
- Have you previously reviewed a redacted target list? What surprised you—gaps, overlaps, or credibility issues?
- How satisfied were you with prior time-to-shortlist performance?
- What would you change about how prior searches solicited and incorporated committee feedback?
Do You Already Have Someone Inside Waiting in the Wings?
- Are there internal candidates who are being considered informally or formally for this role?
- For each internal candidate, how would you rate readiness on a 1–5 scale (skills, board confidence, external credibility)?
- What risks do you worry about when promoting internally (e.g., leadership gaps left behind, perceived fairness, lack of external perspective)?
- Would the committee be willing to subject an internal finalist to the same external vetting and benchmarking as external candidates?
- How would promoting internally affect your diversity and external-stakeholder perceptions?
Is Your Target Profile Accidentally Excluding Realistic Winners?
- If we held a mirror up to your ideal candidate profile, what assumptions might be narrowing your pool unnecessarily?
- Which competencies are absolutely non-negotiable versus negotiable (choose up to five non-negotiables)?
- Are there sector or title constraints that have historically ruled out otherwise strong candidates?
- How flexible is the committee on compensation, relocation support, or other terms to access top passive candidates?
- Which diversity attributes must appear on every slate (choose all that apply)?
What Early Signals Will Tell Us We're On Track—or Not?
- What are your top three measurable indicators that this search is progressing successfully (e.g., slate quality, interview acceptance rate, time-to-shortlist)?
- Which leading indicators would prompt you to pause and re-evaluate the search strategy?
- How long are you willing to wait for a truly exceptional candidate before settling for a safe option?
- What constitutes an acceptable contingency if the search stalls (interim leader, expanded scope, re-opened search)?
- How will you define retention success at 12 and 24 months?
Practical Readiness: Meeting Rhythm, Confidentiality, and Approvals
- How many committee meetings per month can you realistically commit to during the active search phase?
- How quickly will the committee provide structured feedback on slates and interviews?
- Which confidentiality constraints or legal approvals must our outreach and redacted lists accommodate?
- Who holds final sign-off authority for retainer terms, exclusivity, and final offer approval?
- What will make you decide to pause or terminate a retained engagement?
Real People, Real Feelings: Leadership Fit and Cultural Signals
- What aspects of your culture must a new leader immediately embody to avoid early missteps?
- Which board or stakeholder anxieties should we be mindful of when presenting finalists (e.g., change fatigue, mistrust of outsiders)?
- How would you describe the emotional tone of the board around this hire (e.g., hopeful, anxious, defensive, pragmatic)?
- Share one story or example of a past hire who integrated exceptionally well—what made it work?
- Conversely, share one example of a hire that struggled—what early signs we should watch for to prevent a repeat?
Closing the Loop: Decisions That Let Us Move Fast
- Which internal documents or data would you commit to sharing within 48–72 hours to accelerate our mapping (org chart, recent board minutes, strategic plan)?
- Who on your side will be our day-to-day contact for scheduling, confidentiality, and logistical approvals?
- What are three must-have deliverables or checkpoints you expect from us during the first four weeks?
- Looking at everything discussed, what single change would most increase your confidence that this search will succeed where others struggled?
- When would you like us to reconvene to confirm scope and next steps?
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Outcome Discovery
Define the target leader profile, critical competencies, diversity expectations, time-to-shortlist goals, and measurable success signals.
Discovery Questions
Opening: The One Outcome That Changes Everything
- Who is the primary internal stakeholder this hire must satisfy, and what single, non-negotiable outcome would make this search feel like an unqualified success in year one?
- What current strategic initiative or board priority will this leader be measured against first (e.g., margin recovery, clinical integration, academic program launch)?
- If you had to choose one measurable KPI we should aim for in the first 12 months, what would it be and why?
- Who on the search committee will be the internal ‘proxy for success’—the person whose judgment on the hire matters most—and what perspective do they bring?
- How would you describe the emotional stakes for this hiring decision (e.g., urgent anxiety, cautious optimism, reputational pressure)?
What If We Put the Wrong Person in Place?
- Imagine we hired someone who looked good on paper but failed to gain traction—what would the worst, realistic consequences be for patients, staff, and the board over the next 12–18 months?
- Which past leadership transitions still influence how you approach this search, and what lessons did they leave behind (both positive and painful)?
- How long has the core problem that prompted this search been present—was it sudden or a long-standing gap?
- What internal behaviors or governance patterns contributed to previous hiring errors, and which ones are non-negotiable to change this time?
- If the board had to trade one convenience (e.g., faster timeline) for one guarantee (e.g., slate diversity or passive network reach), which guarantee should we insist on?
The DNA We’re Looking For — Beyond the Title
- Tell us which competency gap, if closed by the new leader, would change the organization’s trajectory—are we missing operational rigor, relationship capital, academic credibility, or something else?
- Which three capabilities must the finalist demonstrate that cannot be taught in the first 12 months (examples: political navigation with medical staff, union negotiation, large-system consolidation experience)?
- Thinking about culture fit: what behaviors or leadership style have historically won trust here—collaborative consensus-building, decisive command, data-driven coaching, or something else?
- Who is an external leader—inside healthcare or academia—you’d point to as a model for this role, and what specifically about them should we emulate?
- Which technical credentials or background are hard requirements (e.g., academic hospital CEO with med degree, CFO with health-system experience), and which are negotiable?
Signals That Make Us Confident — Observable, Verifiable, and Fast
- What are the top three observable behaviors or achievements in an interview or reference check that would make you say, “Yes—this person will deliver”?
- Which short-term milestones (30/90/180 days) should we include in the scorecard to measure initial success?
- When we check references for comparable placements, which red flags would make you immediately pause (e.g., inability to build consensus, governance clashes, opaque financial decisions)?
- What evidence of long-term durability matters most—staying beyond two years, measurable cultural improvement, or demonstrable strategy execution—and how will each be tracked?
- Which stakeholder groups' early buy-in is essential for the candidate’s success (rank up to three)?
Diversity That Actually Moves the Needle
- Are we aiming for a symbolic box-check or a measurable expansion of perspectives—and what would meaningful progress look like in candidate slates and outcomes?
- Which dimensions of diversity are strategic priorities for this search (choose all that apply)?
- What concrete diversity outcomes would satisfy the committee for acceptance (e.g., at least 40% of slate from underrepresented groups, at least one finalist with academic leadership)?
- If the passive candidate pool is thin for a chosen dimension, what trade-offs are acceptable to still meet mission-critical competencies?
- How important is the firm’s ability to present a redacted target list showing deep passive-network reach as part of your evaluation?
Pacing & Windows: When Will Top Candidates Be Available?
- If our timeline slips beyond your ideal shortlist date, what is most likely to happen to candidate interest and why?
- What is your target time-to-shortlist (weeks from launch to a first slate), and what is the absolute maximum we can tolerate?
- Which committee constraints could slow the process (e.g., limited interview windows, board vacations, required approvals), and how flexible are those constraints?
- If we identify a top candidate who needs more time to consider, what accommodations should we be prepared to offer (e.g., confidentiality assurances, flexible start date, compensation benchmarks)?
- Do we want hard stop dates (e.g., shortlist by X date) that override other scheduling preferences? If yes, specify.
Dealbreakers, Must-Haves, and What We Can Negotiate
- What single candidate characteristic would cause an immediate disqualification, even if every other box is checked?
- List three must-have criteria that a candidate must meet before being presented as a finalist (examples: active medical license, prior system CEO experience, no pending conflicts of interest).
- Which items are negotiable trade-offs (pick all that could be moved in service of finding the right person)?
- Are there known individuals or organizations we must avoid engaging because of politics, litigation, or confidentiality constraints?
- What background checks, licensing verifications, or conflict-of-interest reviews are mandatory before a finalist advances to an offer conversation?
Shortlist Shape & Candidate Experience — How We Present the Opportunity
- When candidates evaluate us, what matters most to them about this opportunity—mission fit, compensation, autonomy, board support, or something else?
- What minimum slate diversity and size will you require before the committee will meet to review (e.g., minimum 4 candidates including at least 2 diverse candidates)?
- How should the candidate brief be structured for committee review—what must be included in a one-page snapshot versus a full dossier?
- What candidate experience cues are non-negotiable (e.g., prompt communication, transparent timeline, discreet handling of current employer)?
- How quickly do you commit to providing slate feedback after each committee review (choose the target SLA)?
How We’ll Measure Success After Hire — Early Warnings and Course Corrections
- If we agreed on a 30/90/365 scorecard, what three items would you insist be on the 90-day column to signal strong early performance?
- What retention and impact targets are meaningful to you at 2 years—tenure, measurable improvements in core KPIs, or cultural change—and which matters most?
- How often does the board want formal reporting on the leader’s progress (and what form should those updates take)?
- What early warning signs would prompt a leadership check-in or board-level action (examples: loss of key chiefs, missed regulatory deadlines, persistent financial variance)?
- Who will be responsible for the formal 90-day and 12-month performance check-ins, and who else should be included in those reviews?
Commitments & Next Steps — What We’ll Need from You to Move Fast
- Who will be the primary committee contact for scheduling, feedback consolidation, and confidentiality decisions (name and role)?
- What regular meeting cadence can the committee commit to for the search (choose the best fit)?
- What feedback turnaround SLA will the committee commit to after candidate interviews to keep momentum (pick one)?
- Are there confidentiality protocols or external communications restrictions we should enforce immediately (press embargoes, internal announcement timing, non-solicitation cautions)?
- Is the committee prepared to sign a short mutual-commit document outlining meetings, feedback SLAs, and candidate confidentiality to avoid freelancing or parallel outreach?
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Solution Experience
Translate the organization’s context into a concrete path showing how our retained methodology and proprietary network will deliver a durable placement.
Experience Meetings
- Current State & Consequence Alignment
- Future State & Success Signals Definition
- Methodology Translation Workshop (Diagnosis → Proof → Validation)
- Proprietary Network & Target Mapping
- Concrete Search Path & Decision Gate Review
- Seller to deliver a redacted sample target list (minimum 30 entries) with provenance and competency mapping within 3 business days.
- Customer to confirm any hard exclusions or unallowable targets (conflicts, banned organizations) within 3 business days.
- Recap: Current & Future One-liners
- Translate methodology into a step-by-step path that directly addresses the customer's root causes.
- Provide concrete proof (case studies and metrics) that the methodology delivers the agreed future-state outcomes.
- Obtain explicit validation from the committee on the methodology steps and the gate criteria that will be used during the search.
- Seller to deliver 2–3 redacted, role-comparable case studies with outcome metrics within 4 business days.
- Seller to produce a step-by-step process flow that maps methodology steps to committee decision gates and circulate for approval within 3 business days.
- Customer to identify the single committee member who will approve each gate and report back within 2 business days.
- Sourcing Philosophy & Provenance
- Prove the depth and relevance of the proprietary network with a redacted sample tied to success signals.
- Agree on slate composition targets including explicit diversity goals and acceptable sourcing channels.
- Establish committee review turnaround times for sample lists and conflict checks.
- Introductions & Objectives
- Committee to review the redacted sample and return conflict/concern flags within 3 business days of receipt.
- Seller to document and share the targeted outreach cadence and example outreach messaging for approval within 4 business days.
- Project Plan & Timeline
- Secure committee agreement on the timebound search path, milestones, and gate owners.
- Set and agree to reporting cadence and strict feedback SLAs to protect the timeline.
- Identify top risks and approve contingency triggers and actions.
- Seller to circulate the finalized project plan with milestones, gate owners, and SLAs within 2 business days for formal sign-off.
- Committee to confirm meeting cadence and designate the single point of contact for rapid conflict resolution within 2 business days.
- Seller to publish the risk register with contingency triggers and submit recommended mitigation assignments within 3 business days.
- Achieve a single, succinct statement of current state agreed by all attendees.
- Agree on measurable consequences (costs, delays, risks) that create urgency for the search.
- Confirm decision roles, committee authorities, and confidentiality rules to prevent parallel outreach.
- Customer to provide any outstanding pre-work documents (org chart, committee charter, prior search dossier) within 3 business days.
- Owner (customer) to deliver an internal estimate of vacancy cost/impact (financial and operational) in writing within 5 business days.
- Facilitator to circulate the one-sentence current-state and consequence summary for sign-off by the committee within 2 business days.
- Strategic Priorities Review
- Agree on a one-sentence future-state outcome that will guide the search.
- Establish a concise set of measurable success signals and acceptance thresholds.
- Align on the priority competencies and diversity expectations that evidence those success signals.
- Committee to finalize and sign-off on the list of success signals and numeric thresholds within 3 business days.
- Seller to map initial competency framework to each success signal and circulate the mapping for validation within 4 business days.
- Single-sentence Current State
- Diagnosis: How we see the root causes
- Single-sentence Future State
- Decision Gates & Acceptance Criteria
- Redacted Sample Target List Presentation
- Methodology Walkthrough Linked to Outcomes
- Reporting Cadence & Feedback SLAs
- Success Signals & Metrics
- Consequence Quantification
- Slate Composition & Diversity Mapping
- Engagement Strategy & Candidate Experience
- Stakeholder Roles & Decision Map
- Target Leader Profile Outcomes
- Offer, Negotiation & Onboarding Handoff Plan
- Proof: Case studies & metrics
- Validation & Agreement
- Failure Mode Mitigation
- Confirm & Validate
- Risk Register & Contingency Triggers
- Validation & Conflict Resolution
- Stepwise Validation
- Final Validation & Next Steps
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Solution Scope
Agree on scope, timeline (8–14 weeks), deliverables, slate diversity targets, redacted target-list review, and acceptance criteria.
Scope Configuration
- Deliver redacted target candidate list
- Execute confidential outreach to passive candidates
- Produce concise executive bios and CV summaries
- Conduct structured screening interviews with candidates
- Perform in-depth professional reference checks
- Order background and credential verifications
- Produce compensation benchmarking report
- Present vetted finalist shortlist to search committee
- Draft and negotiate offer package with candidate
- Obtain signed offer acceptance and closing documentation
- Provide documented diversity-slate and sourcing report
- Deliver redacted prior-placement track record report
Scope Questions
Deliver redacted target candidate list
- Do you require a redacted target candidate list as part of this engagement?
- What size redacted list would you like to review initially?
- What level of redaction is acceptable (e.g., anonymized company vs pseudonyms)?
- When should the redacted list be delivered relative to kick-off?
- What delivery format do you prefer for the redacted list?
- Are there any additional confidentiality controls or NDAs required before we share the redacted list? If yes, please describe.
Execute confidential outreach to passive candidates
- Do you want the firm to conduct confidential outreach to passive candidates?
- What sensitivity level applies to outreach (e.g., board-level absolute confidentiality)?
- Which outreach channels should we use for initial contact?
- How many outreach attempts per target candidate do you want the firm to make before ceasing?
- Do you require recorded consent or explicit candidate permission before sharing details with the committee?
- Are there legal, regulatory, or union considerations that restrict outreach to certain candidate groups (e.g., employed clinicians)? If so, please describe.
Produce concise executive bios and CV summaries
- Do you want concise executive bios and CV summaries for screened candidates?
- Preferred length/format for candidate bios and summaries?
- Should bios map competencies to the organization's prioritized success signals?
- Do you want compensation expectations or current pay data included in summaries?
- When should bios be delivered (with redacted list, after screening, or before shortlist)?
- Are there any branding, template, or confidentiality formatting requirements for candidate materials?
Conduct structured screening interviews with candidates
- Do you require firm-led structured screening interviews as part of candidate evaluation?
- Which interview formats are acceptable for structured screening?
- How many screening rounds do you expect before advancing candidates?
- Should we use a standardized scorecard or competency rubric for all screened candidates?
- Who should participate in screening interviews from your team (if anyone)?
- Are there specific assessments or work products you require during screening (e.g., case study, presentation)? If yes, describe.
Perform in-depth professional reference checks
- Do you want in-depth professional reference checks conducted for shortlisted candidates?
- How many references should be collected per candidate?
- Which types of referees are prioritized?
- Preferred reference method?
- When should references be conducted (before finalists presented, before offer, or post-offer)?
- Are there confidentiality constraints or permission protocols for contacting certain referees? If yes, please describe.
Order background and credential verifications
- Which background and credential checks are required for candidates?
- Do checks need to meet any specific compliance standards (e.g., HIPAA handling for clinical roles)?
- When should background checks be initiated (pre-offer, post-offer conditional, or other)?
- Are there jurisdictional considerations (international checks, multiple states) we should be aware of?
- Will the candidate consent process be managed by the firm or the client?
- What retention period is required for verification reports?
Produce compensation benchmarking report
- Do you want a compensation benchmarking report to inform offers?
- Which comparator peer sets should be used for benchmarking?
- Which compensation components should be benchmarked?
- Preferred report format for benchmarking findings?
- When is the benchmarking needed relative to offers (prior to offer, with shortlist, or as advisory)?
- Are there internal pay bands, board-approved ranges, or union rules the report must adhere to?
Present vetted finalist shortlist to search committee
- Should the firm present a vetted finalist shortlist to your search committee?
- What meeting format do you prefer for the shortlist presentation?
- How many finalists do you want presented to the committee?
- Do you require candidate scorecards and competency mappings to accompany each finalist?
- Should compensation expectations and any red flags be included in the presentation materials?
- What timing constraints exist for scheduling the shortlist presentation and committee feedback window?
Draft and negotiate offer package with candidate
- Do you want the firm to draft and lead negotiation of the offer package with the candidate?
- Who should lead negotiations on behalf of the client?
- Which offer elements must be negotiable or included?
- How many negotiation rounds are acceptable before escalation to board/legal?
- Are there confidentiality clauses or public announcement timing that must be built into the offer?
- Do you require pre-approval thresholds for monetary terms before the firm negotiates?
Obtain signed offer acceptance and closing documentation
- Should the firm manage collection of signed offer acceptance and closing documents?
- Which documents must be collected at close?
- Preferred method for obtaining signatures?
- What is the desired time-to-close after verbal acceptance?
- Is immigration or visa support required as part of closing?
- Who will retain final signed documents and candidate records?
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Mutual Commit
Finalize retainer, exclusivity, reporting cadence, feedback SLAs, confidentiality clauses, and mutual responsibilities.
Agreement Modules
- Retainer Agreement
- Statement of Work (SOW)
- Exclusivity & Non-Solicitation
- Confidentiality & NDA
- Reporting Cadence & Communication Plan
- Feedback & Decision SLAs
- Mutual Responsibilities & Committee Commitments
- Acceptance Criteria & Success Signals
- Payment Schedule & Billing Terms
- Background & Reference Authorization
- Data Processing & Privacy Addendum (DPA)
- Conflict of Interest & Compliance Certification
- Termination, Escalation & Cure Periods
- Redacted Target-List Review & Approval
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Search Execution
Operationalize the search with readiness checks, targeted outreach, assessment cadence, and offer management.
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Pre-Search Readiness
Confirm committee availability, interview windows, approved redacted target list, reference access, and communication protocols.
Readiness Questions
Getting Comfortable Together
- Who will be our day-to-day point of contact for scheduling, approvals, and urgent decisions?
- How would you prefer we run the kickoff: a focused 60-minute virtual alignment, a half-day strategy workshop, or a written briefing followed by a short call?
- What confidentiality rules or public-facing constraints should we observe from day one (e.g., blackout with press, discrete outreach to specific institutions)?
- Have you worked with retained search firms before—tell us one thing that exceeded expectations and one thing that frustrated you.
- Who else on your leadership team or staff should we speak with during Pre-Search readiness to get context (select all that apply)?
What Could Break This Before We Begin?
- If you had to name the single, unaddressed risk that would cause you to pause or cancel the search, what is it?
- Has the organization experienced a failed C-suite or board search in the last five years? If yes, what happened and what would you never want repeated?
- How often in past searches have committee members conducted their own outreach to candidates outside the firm’s process?
- What internal competing priorities (accreditation, major initiatives, board cycles) are likely to divert attention from the search?
- What concrete steps would you be willing to take now to reduce the top risk you named?
Who Really Holds the Keys?
- If everything hinged on one person’s approval, who would that be—and what would make them say no?
- Please list the search committee members and indicate their decision authority or role (final vote, recommends to board, advisory, operational stakeholder).
- Are alternates or proxies expected to participate in interviews or votes? If so, under what conditions may they step in?
- Do any committee members have relationships, prior work history, or conflicts of interest with likely target institutions or candidates we should know about?
- How does the committee make final decisions (consensus, majority, chair decides, board ratification)?
When Can We Move—And When Will It Stall?
- Imagine the timetable went perfectly—what is the earliest realistic launch-to-offer window you expect, and what would derail it?
- What blackout periods or high-risk calendar windows must we avoid (board meetings, holidays, accreditation reviews, fiscal year close)?
- Which days and times are best for structured committee interviews (select all that apply)?
- What is the maximum turnaround time the committee can commit to for slate review and feedback after we deliver candidates?
- If a top candidate requires an answer within 48 hours, how reliably can you commit to provide one?
Who Will We Talk To—And Who’s Off-Limits?
- Who would feel betrayed if we approached them without prior notice—current staff, affiliated faculty, key donors—and why?
- Do you have an approved redacted target list ready, or would you like us to propose one for committee review?
- What level of redaction is acceptable for targets (select one)?
- Are internal candidates expected or likely? If yes, who must be engaged and how would you like that managed to preserve confidentiality and fairness?
- Are there organizations, sectors, or specific employers that are off-limits for sourcing for reputational or political reasons?
How Will You Measure 'Good'?
- At 18 months, what concrete outcomes would make this search feel like a clear success (strategic wins, retention, stakeholder confidence)?
- Which three competencies are non-negotiable for the role? (select up to three)
- What are your expectations for slate diversity at the finalist stage (pick all that apply and indicate targets in the next question)?
- Please provide any specific numeric diversity targets or acceptance criteria we should use when evaluating slates (e.g., 50% female finalists, at least one underrepresented minority).
- Beyond hire and retention, what leading indicators in the first 6–12 months would signal we chose well (board relations, financial targets, clinical outcomes, faculty engagement)?
Communication & Decision Hygiene
- If committee feedback arrives late or scattered across multiple emails, how damaging would that be to candidate momentum and the timeline?
- Which channel should we use for official search communications and secure documents?
- What feedback SLA can committee members commit to for candidate shortlists and interview debriefs?
- Who will consolidate committee feedback and present the recommended slate to the board?
- How do you want media and stakeholder inquiries handled while the search is active?
Logistics, Access & Approvals
- If we need confidential references or access to candidate files quickly, what internal approvals or processes might slow us down?
- Who is authorized to sign off on retainer changes, candidate offers, and travel/expense commitments?
- Are you open to remote-first interviews for early rounds, or must certain stages occur in-person?
- Which background/reference checks and clearance levels will you require before an offer is finalized?
- Do you permit scheduling compressed interview days (multiple committee interviews across one day) for high-priority finalists?
- What expense policy or travel limits should we follow when arranging candidate visits?
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Search Execution
Execute targeted candidate outreach, map competencies to priorities, deliver shortlists, and coordinate structured committee interviews.
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Offer & Placement
Manage finalist negotiations, reference and background verification, compensation benchmarking, and secure offer acceptance and start-date commitments.
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Success
Confirm placement against success signals, capture lessons learned, and maintain a shared channel for post-placement issues and board onboarding support.
Success Reviews
- Placement Confirmation & Success-Signal Review
- 90-Day Milestone Review (Template)
- Lessons Learned & Search Process Retrospective
- Board Onboarding & Stakeholder Integration Session
- Post-Placement Support Channel Setup & Ongoing Cadence Planning
Issues & Enhancements
- Confirm the search partner's post-placement support deliverables and handoff timing.
- Publish a 90-day results brief (evidence, feedback, risks, actions) to the shared channel within 48 hours.
- Assign a mentor or coach and schedule the first mentoring session within two weeks where recommended.
- Update the onboarding plan with agreed adjustments and circulate to committee and leader.
- Set Context & One-Sentence Outcome
- Produce a prioritized, owner-assigned list of process improvements with measurable acceptance criteria.
- Capture and publish factual examples that justify each recommended change.
- Ensure the search practice and the committee have a shared follow-up plan for implementing improvements.
- Draft the Lessons Learned document (executive summary + supporting evidence) and circulate for comment within seven days.
- Update search templates (position spec, redacted target-list guidance, committee briefing checklist) per agreed improvements.
- Schedule a short training/briefing for the committee or governance group on major changes to the process where relevant.
- One-Sentence Future State for the Leader's First Year
- Ensure the board and leader share a concrete, time-bound onboarding roadmap that maps to the one-sentence future state.
- Establish governance reporting expectations and escalation protocols to reduce ambiguity and political friction.
- Opening & Meeting Objectives
- Deliver the onboarding packet (meeting calendar, stakeholder bios, first-90-day priorities) to the leader and board within 3 business days.
- Publish the agreed governance reporting cadence and escalation contacts to the shared channel.
- Schedule the first stakeholder introductions facilitated by the search partner within two weeks.
- Platform & Access: Channel Selection
- Create a secure, accessible shared channel with an agreed participant list and confidentiality rules.
- Agree on report templates and SLAs that will demonstrably prove progress toward the defined future state.
- Establish a predictable check-in cadence to surface issues early and preserve candidate momentum and retention.
- Create the chosen shared channel, populate with participants, and post the confidentiality and usage guidelines.
- Publish the status report template and schedule the recurring check-ins in calendar invites.
- Define and publish the escalation matrix with SLAs for response and remediation steps.
- Create a single, shared statement of the placement's current state and map it to each agreed success signal.
- Decide on remediation for any off-track signals with clear owners and deadlines.
- Establish the shared communication channel and reporting endpoint for ongoing updates.
- Document evidence for each success signal and publish the one-page confirmation to the shared channel.
- Assign owners and deadlines for all remediation tasks and circulate responsibility matrix.
- Create the shared post-placement channel (platform, access list, confidentiality note) and grant access to committee and search partner.
- Recap of Agreed 90-Day Objectives
- Validate whether the hire has achieved the defined 90-day future state and KPIs.
- If gaps exist, agree on prioritized corrective actions with owners and deadlines.
- Ensure stakeholder alignment on progress and next reporting steps to support retention.
- One-Sentence Current-State Readout
- What Went Well (Evidence-Based)
- Evidence-Based Performance Review
- Reporting Template & KPI Pack
- Onboarding Roadmap & Key Deliverables
- Communication Protocols & SLAs
- Success-Signal Checklist & Evidence
- Governance Handoffs & Reporting Expectations
- Stakeholder Feedback Round
- What Didn't Work (Root-Cause Focus)
- Gap Analysis & Risk Prioritization
- Recurring Check-In Cadence
- Consequence Assessment
- Support from Search Partner (Introductions & Briefings)
- Prioritized Improvements
- Validation & Pilot Agreement
- Documentation & Knowledge Transfer
- Escalation Path & Issue Resolution Protocol
- Revised Support Plan & Ownership
- Remediation Options & Validation
- Confirm Next Checkpoint
- Close: Sign-Off & Publish
- Close: Decisions & Immediate Next Steps
- Confirm Onboarding Deliverables & Ownership