An Abject Failure in Due Diligence and Judgment August 10, 2010
There are few shortcuts when it comes to hiring senior-level executive talent. And when firms are not careful, the price they pay can be exorbitant. Consider the true story of a company that paid a big price.
One Reason Interviewing Candidates is So Difficult July 13, 2010
I was browsing in my local bookstore on the weekend when I came upon a small book titled ‘Toughest Interview Questions'. Always interested in this subject I quickly leafed through it and put it in the pile to buy.
Strategies for those wanting to make a career or sector change June 23, 2010
Many transitional executives contemplate career changes. It may be a career auto or general manufacturing sector executive questioning its future, or a large-company type who covets the chance to work in a smaller organization. Often, it is simply individuals longing to shed unfulfilling careers for exotic destinations as yet unknown.
Executives in Transition- Why a rifle beats a shotgun in nabbing that perfect job June 21, 2010
As a headhunter I am an obligatory stop on the networking circuit of many executive job seekers. I hold the promise of a barometer on the employment market, contacts, ideas, and even suitable ongoing searches. I am always happy to participate in courtesy interviews as I neither envy the job seekers' circumstances nor take lightly their courage in reaching out to me.
The Perils of the Successful Matchmaker June 14, 2010
What is a successful matchmaker? Last week, the Wall Street Journal published an interview with Patti Stanger who runs The Millionaire's Club, a Los Angeles-based "elite" matchmaking service and reality television program.
Interviewing: The Quest for Patterns and Themes May 14, 2010
Last week, two seemingly unrelated articles caught my attention. The first was a magazine obituary on C.K. Prahalad, the management thinker best known for his work on core competencies. The article spoke extensively of his ‘big ideas' and noted his habit of traveling the world "prying useful information out of everyone he met…always looking for connections and patterns, hoping to predict change".
Checkers vs. Chess: Why Candidates Play The Wrong Interview Game…and Pay the Price ! May 4, 2010
I often join my clients when they conduct candidate interviews. I moderate, participate, listen and learn. They are fascinating glimpses into how candidates and companies alike play the complex game of talent acquisition.
The superhero hiring game and why everyone loses April 5, 2010
When it comes to recruiting leaders, companies continue to search for those Steve Jobs-like characters that can single-handedly turn around a company's fortunes, blaze paths of innovation and market their wares like no other before them.
Why candidates should expand and prep their references February 3, 2010
As headhunters scramble to match candidates with their shapeshifting clients, process and painstaking due diligence rule the day. To some candidates such rigor may feel intrusive or simply unnecessary. It shouldn't. In fact, rigor should be embraced and used to all candidates advantage. Consider the use of references as an illustration.
The Unwanted CEO Job …and the one individual who thought otherwise January 8, 2010
Several recent articles have lauded the success of Ottawa-based Bridgewater Systems. With skyrocketing revenues, a growing market, and money in the bank, the firm's prospects have never been better and the street appears to love the story. It was a much more difficult story to sell in 2003, with one notable exception.

Attributes of a Leader – Nadir Mohammed (and me) at the Airport

Like many people, I followed with interest the succession drama following the recent death of Rogers Communications founder/CEO Ted Rogers. The process was delicate with selected family and management apparently vying for the top role. After several hand-wringing months, the well-liked wireless business unit head, Nadir Mohammed, was anointed as the chosen one.

Last week I was in the Halifax airport thinking about Air Canada and its uncanny ability to test the patience of its customers. Waiting to board flight 602 to Toronto I looked at the two lines available to me, one staffed by an attendant fawning over the 15 or 20 people in business class, and the other manned by a decidedly more exasperated individual inconvenienced by having to process the 200 or so stiffs in steerage class.

As I stood in the back of that long second line praying that Porter Airlines increase its service to Atlantic Canada, I happened to see Nadir Mohammed approaching the boarding area. Alone, with no entourage, he stopped and surveyed the situation. I expected him to quickly spot the red-carpeted executive class line and make a bee-line towards it. But instead, he stood there for a few moments, looked around a little more, and then he tucked himself in line behind me. He did not grumble about the long line nor did not move when a subsequent announcement reminded the important people that they need not stand in the unimportant line. He just stood there and waited until we got all got through. As I moved to the rear of the plane I lost track of Mr. Mohammed. I assume he went no further than business class but I do not know that for certain.

I have no idea whether Nadir Mohammed will succeed as CEO of Rogers. Some second-in-command types are able to transition from the shadows into the limelight while others struggle with those added qualities needed to be a CEO. Only time will tell. Nevertheless, as I witnessed a decidedly egalitarian, patient and understated act by this very important and senior executive, thin-slice that it was, I could not help but think that this was a glimpse into what got him to where he is today and how he is likely to mobilize Rogers through its post Ted Rogers era.