Start with the work, not the title
A familiar job title can hide very different expectations. Before discussing a candidate profile, describe what the new leader needs to achieve. What decisions will they own? Which relationships will matter? What should be meaningfully different after their first year? A useful mandate gives those questions concrete answers.
Separate essentials from preferences
A long list of requirements can narrow a search without improving it. Distinguish the capabilities that are necessary from the experiences that would simply be helpful. Consider where adjacent sectors or different career paths might offer relevant evidence. The aim is to assess someone against the work ahead, rather than a replica of a previous incumbent.
Make the context visible
Candidates need a realistic picture of the environment they would enter. Explain the organization’s stage, resources, decision-making culture and current challenges. A candid conversation is more useful than an overly polished opportunity description. It helps both parties assess whether the conditions are right for success.
Agree how the decision will be made
Decide who will contribute, what each interview will explore and which evidence will carry weight. A shared assessment framework helps interviewers compare observations and challenge assumptions. Agreeing the process early also protects momentum when strong candidates enter the conversation.
A practical starting point
Write a one-page mandate covering business outcomes, leadership capabilities, operating context and selection criteria. Ask key decision-makers to review it independently, then resolve the differences before starting the search. Alignment at the outset makes the rest of the engagement more purposeful.