Leadership Insights
Stickiness in Leadership: How to Keep Top Executives
5 min read
In executive search, success is not just about placing a candidate in a role; it’s about ensuring they thrive and remain in that role beyond the first year.
This "stickiness" is a key performance indicator for us as headhunters, reflecting a rigorous, strategic approach to candidate selection, alignment, and ongoing support. Particularly at a time where leadership turnover is at its highest, ensuring executive retention is critically important.
However, achieving high stickiness requires a multifaceted methodology, encompassing deep assessment, cultural fit analysis, structured on-boarding, and long-term engagement.
This is how you ensure your new executive remains in their role one year on from placement.
Rigorous Candidate Assessment
A successful executive placement extends beyond matching skills and experience. A robust evaluation process assesses leadership style, cultural fit, and alignment with the organisation’s long-term strategy.
Honesty in assessing suitability is crucial. For instance, a role requiring 30% travel often translates into 50% in practice. Communicating these realities transparently ensures candidates are fully aware of role expectations and builds trust from the start.
Geographical mobility is another key factor. Executives with family commitments commuting long distances are less likely to remain in their roles beyond a year.
Candidates who leave prematurely often do so due to these lifestyle mismatches rather than performance shortcomings. Using an assessment framework can mitigate such risks by prioritising commitment and behavioural compatibility in search criteria.
Deep Organisational and Candidate Alignment
Achieving stickiness begins with extensive research into the organisation’s needs, challenges, and cultural values. We evaluate candidates multiple times using a structured, multi-layered process, incorporating behavioural interviews and psychometric tools.
Cultural fit is a key aspect of this process. For instance, transitioning from a private sector role to a public sector position requires adaptability to different operational focuses, such as stakeholder management and policy implementation. Ensuring candidates are prepared for these shifts can enhance their success and retention in the new role.
By indexing heavily on cultural alignment, organisations can ensure candidates are not just capable but intrinsically suited to the environment they are entering.
On-boarding and Post-Placement Support
Even the best-fit candidates require structured on-boarding to ensure a smooth transition. The first weeks are critical, and organisations must offer a well-defined introduction rather than a disjointed on-boarding experience.
We stay actively engaged with both the candidate and the organisation post-placement, conducting check-ins at three, six, and nine months. This proactive approach helps address early challenges before they escalate.
Furthermore, psychometric data gathered during the assessment phase should inform a tailored development plan, highlighting strengths and potential pitfalls in the new role. This tailored plan mitigates any surprises in performance or capability.
Stakeholder Engagement and Networking
Ensuring executive longevity requires strong alignment between the new hire and key stakeholders. Engaging with stakeholders early and consistently is crucial for building trust and understanding expectations.
Scheduling one-on-one meetings with board members, senior leaders, and direct reports enables the executive to gain diverse perspectives and insights into the organisation's dynamics.
Additionally, providing opportunities for informal engagement, such as networking events or leadership retreats, helps develop relationships that strengthen the executive’s integration into the organisation. Building this into a stakeholder engagement plan ensures a new leader aligns with strategic goals and drives long-term success.
Navigating the Evolving Hybrid Landscape
Hybrid work models present new challenges for achieving stickiness in executive appointments. The blend of remote and in-office work can lead to ambiguities in role expectations and organisational culture integration.
To mitigate these challenges, it's essential to establish clear guidelines outlining performance expectations, communication protocols, and availability requirements. This clarity ensures that executives understand their responsibilities and can manage their time effectively.
Regular check-ins to discuss any challenges related to the hybrid model allow for timely interventions and adjustments. This proactive approach ensures that potential issues are addressed promptly, maintaining the executive's engagement and commitment to the organisation.
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Get in touch. Follow the links below to discover more, or contact our dedicated leadership experts from your local Odgers Berndtson office here.
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