| If you are taking your company public, expanding | | | | strongest candidate will come into an interview ready |
| your corporation, doing in house cleanup to get rid of | | | | to define their role and express the realities of what |
| dead weight or just filling a C level or VP level | | | | they bring to the table in the form of contacts and |
| position at your company your hiring method should | | | | intellectual capital. |
| be clear, concise and strategic. You need to take into | | | | Ask them, in their own words, from their own |
| consideration every intricacy that the individual being | | | | research, where they see the company in 5 years |
| interviewed has to be exposed. You need to pay | | | | with them in a leadership position. Ask them to give |
| attention to what is said, not said, gestures, verbal | | | | an example of 5 to 10 strategic alliances they have |
| intonations and the overall presence of the individual. | | | | planned for the company and what that will |
| Here are a few things to take into consideration | | | | contribute to the bottom line of the company. What |
| when hiring an executive. These are elements outside | | | | expansion experience do they have? Ask them what |
| of the resume. | | | | makes a company in your position better or worse |
| First look at the obvious. Evaluate the overall attire of | | | | for being public or private and have them elaborate. |
| the individual pay attention to his suit, dress shirt, tie | | | | Ask them to critique the top executives of the |
| and dress shoes and even the shoe laces. Are his | | | | company and how they would reorganize the |
| suit, shirt and tie crisp, conservative and pressed? | | | | company if they had their way. Get past the artificial |
| Are his shoes shined, scuff free and are his shoe | | | | nature of educational pedigree and ask them about |
| laces in good condition? When he crosses his legs and | | | | their professional pedigree and how it has prepared |
| his socks are exposed what is the condition of his | | | | them to join your corporate team. |
| socks? These things may seem artificial, pretentious | | | | Now during this process pay close attention to their |
| and pointless but keep in mind, you are hiring the | | | | physical gestures and take notes. As you're asking |
| appearance of the individual as well and most times | | | | them questions look for their subconscious |
| the clothing condition and selection tell us a lot about | | | | movements that they are using to communicate. |
| the subconscious activity and mindset of the | | | | Look for gestures that demonstrate confidence, |
| individual. Do they pay close attention to detail? Do | | | | arrogance, insecurity. Are they sitting back in their |
| they have a clean presence? These things are 'tells' | | | | chair when they are talking (if so they are too |
| every time the executive stands before a client or | | | | comfortable, a qualified executive will be sitting up |
| panel. | | | | straight without letting his back rest on the chair, you |
| Next the interview, obviously you've gone over their | | | | on the other hand should be relaxed and sitting back). |
| resume and checked references before you even | | | | Are their legs crossed? Are they using their hands? Is |
| bring them in for a serious interview so let's go past | | | | their forehead crinkled or calm? Are they making use |
| the general inquires that go along with an executive | | | | of a strong vocabulary that can strengthen their |
| interview. You need to evaluate their intellectual and | | | | presentation etc? |
| emotional fitness by getting right to the point. How | | | | Hiring the proper executive for a specific role in the |
| much do they know about your company? Finding | | | | company can be challenging but using the process |
| out how much they've researched the company will | | | | above to help weed through the poor candidates will |
| demonstrate their level of motivation in becoming | | | | help you in securing the perfect candidate. |
| part of the team with a focus on contribution. The | | | | |