Presearch Management Profile
Framework of a Private
You’ve decided to recruit a key executive.
Whether a new position is being created or a
previously existing one is being filled, we recommend looking at each
executive search as a new beginning - an opportunity to take a fresh
look at your organization. If you were starting all over
again, would you structure this position the same way?
At the beginning of each executive search assignment,
we conduct a survey of the organization called the Presearch Management
Profile that is followed up with an extensive written report. This
profile provides a candid snapshot of your organization that ensures
that the completion of a search assignment will truly fulfill your
long-term needs, and not simply put out today’s fire.
In addition, it enables you to:
- Properly select executives, managers, and staff.
- Eliminate excessive management turnover.
- Increase the efficiency of the organization as a
- Develop a better understanding of the environment to
facilitate the executive search.
- Develop the qualifications, performance criteria,
and personal attributes of key executives who are to be recruited.
This Profile also enables us to gain the understanding
of your business that is necessary to recruit a person who will not
only become a superior performer, but will also meld with the others in
your organization. The major difference between a floundering
organization and one that is highly-functioning is normally not the
on-paper qualifications of the management and staff, but the internal
chemistry, and the ability of the people in it to operate as one. The
Presearch Management Profile enables us to understand the inner
workings of the organization, and to find a person who will both fit
into it properly, and enable the others in the organization to operate
at the highest levels.
Organizational Survey: We
gather our information on your organization from the people who make up
your organization. Senior management selects a representative
cross-section of the organization, including managers, staff, and line
personnel through its various levels. The profile population should
range from 8 to 15 managers and staff. We conduct a series of
individual interviews with these people, and discuss their perceptions
of the organization, work environment, and what new position or
positions need to be added to make the organization more effective.
Confidentiality Creates Candor: To
maintain confidentiality, the comments made by the profile population
that are reported are not attributed to the people who made them. We
find that people are more candid when promised this confidentiality,
and, because we are outsiders, often are made privy to things that they
would be uncomfortable mentioning to senior management.
Profile data will cover the following areas:
- Key areas where additional personnel are
needed, and the qualifications and personal attributes of the people
needed for these positions.
- The successful manager and the organizational
factors leading to success.
- The unsuccessful manager and the organizational
factors limiting performance.
- Those organizational factors that are perceived
to stabilize the management group.
- Those organizational factors which tend to
create feelings of uncertainty and promote management turnover.
- Those opportunities which, defined by the
profile population, could increase management efficiency and the
achievement of business goals.
A formal written report will be presented to
senior management. In addition, an informal personal feedback session
is also provided.
Framework For An Executive Position:
In most cases, the information that is collected and presented through
our presearch work will provide the framework for the development of
more appropriate job specifications for an executive search. If it is
determined that it is necessary to recruit a key executive, the key
performance criteria for the successful executive will be listed at the
conclusion of the report.
Valuable Insights On The Organization:
Independent of any search activity, the Presearch Management Profile is
used to provide organized, systematic information regarding the
management community, enabling the senior management to:
- Identify the strengths and the key problems of the
- Increase the efficiency of the organization as a
- Develop programs to reduce management and staff
- Develop a structure that enables the organization
Candidates Who Fit: When
coordinated with an executive search activity, the Presearch Management
Profile is used to develop a more complete understanding of the
management environment for both the search firm and the client company.
This understanding will facilitate the search process, with the results
being better matched candidates generated more quickly.
|Excerpts from Some of Our
Presearch Management Profiles …
From a commercial bank:
… "We need to reward, rather than penalize, the
branches when they refer trust business: The comment that was heard
most often was that the branches are actually penalized when they refer
business to the trust department, because they lose the deposits, and
get no credit for the referral. To establish trust business in a new
market, the personal bankers, tellers, and branch managers will have to
get behind the program."
From a manufacturer of custom components:
… "The previous sales manager was strong
technically, but not tactful. He was headstrong and inflexible, and
despite his technical knowledge, the methodology he used for quoting
often produced inaccurate quotes. He relied too much on his own
experience. It seemed like many quotes were done off the top of his
… "The sales manager needs to ask questions of
the customer. The print isn't always exactly what they want. Often they
specify tolerances, or add finishes that add expensive operations to
the process that the customer really doesn't need. He or she needs to
get to know the customer, and know what their use will be on each part."
From a Fortune 200 manufacturer of electronic systems:
…"We had a reorganization this summer. Under
our old management system, we had Integrated Product Design Teams,
where Systems and Product Development were merged on the same teams.
This had both advantages and disadvantages. There were fewer speed
bumps, but no one was looking out for the company as a whole. People
were looking at their projects only, and working for their teams only.
No one was looking at the design process, and how to improve it.
Customer focus was the priority. We had quick response, and a focus on
this. We lost some of our customer flexibility with the change to our
current structure, though."
… "The reorganizations tend to be disruptive. You often have to start
from scratch. You get the impression that management doesn't know what
they're doing. We don't seem to learn from the previous ones."
From a consulting engineering firm:
… "The culture here is entrepreneurial, free
flowing, structureless. It is very much like a management consulting
- Our people are quite senior.
- There's autonomy at the front line.
- Our field people are more like consultants.
- Our support and response times are quick.
- There are few layers between the client and
the decision maker.
From a manufacturer of automated equipment:
… "Marketing and sales is our problem now, not
technology. This company is undermarketed and undersold. We just keep
creating new products. We need MARKETING."
… "It's time to get this company into high
gear. Our president wants to free up his time to work on acquisitions.
The board wants us to get into high gear as well."
From a consumer products company:
… "One of our big problems is that all of the
other companies have an image - they know who their customer is. We
really don't know this, and our customer doesn't know who we are."
… "The VP of Marketing will have been
successful if he or she can get our design down to a specific niche -
so people can identify our brand."
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