When the Right Decision Was Not to Recruit
Not every leadership decision should lead to a search. In this case, a proposed succession appointment prompted a fundamental question: was this the right appointment at the right time?
The Situation
An established multinational organisation was considering appointing a senior deputy who could eventually succeed a functional director expected to retire in two years.
The proposed position carried substantial leadership responsibilities and was intended to provide continuity through a gradual succession process.
What the Briefing Revealed
The briefing showed that the context surrounding the future appointment was still developing.
The organisation was undergoing a leadership transition, and expectations surrounding the future role were still developing. Recruiting at that stage could mean assessing candidates against requirements that might change as the organisation’s direction became clearer.
There was also a practical market consideration. A candidate already capable of assuming the director position might have little reason to accept a deputy role and wait two years for an appointment that could not be guaranteed. Proceeding prematurely could therefore create unnecessary risk for both the organisation and the incoming executive.
The Decision
Following further consideration, the client concluded that the appointment should wait. The organisation decided to revisit the search closer to the director’s retirement, when the business context, leadership expectations and succession requirements would be clearer.
The Outcome
No search was undertaken and no appointment was made. Nevertheless, the briefing had achieved something important: it helped the client examine not only who should be recruited, but whether recruiting at that time was the right leadership decision.
The value of executive search does not always begin with identifying candidates. Sometimes, it begins by helping the client decide whether a search should begin at all.