By their very nature, Search Committees are both varied and imperfect. They span companies, industries and continents, bringing together individuals from across an organization to share the recruitment and hiring process. Even if they understand the main goal — conducting a search for the organization’s next best leader — it’s easy for these committees to stray off-task or get bogged down in minutia, slowing down what could be an otherwise well-proven process. 

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Ten months into 2022, we find ourselves operating and navigating through not only the COVID continuum, rising interest rates, higher inflation and enduring supply chain challenges, but also the war in Ukraine, recessionary fears, and the November mid-term elections.

Despite the current uncertainty and waves of change present as we close out the year, BroadView Talent remains squarely focused on the unmistakable and ever-present truth about leadership.

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One of our core beliefs about leaders is this: Every leader is not expected to have it all, but they must have a preponderance of it all and they must be able to lead it all. Any gaps or blindspots that he/she/they have must be ably or mightily filled by one of their current or prospective direct reports to mitigate and minimize organizational risk.

There is one corollary to this rule: A CEO absolutely must have superior communication and influencing capabilities.

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After a six-month, nationwide search, the National Community Stabilization Trust (NCST) has named Christopher J. Tyson as its next President. Tyson will begin at NCST on July 5, 2022.

“Please join me in welcoming Christopher Tyson to NCST. In addition to being a distinguished scholar and thought leader, Chris is an experienced community development executive. He brings a wealth of experience in real estate development, public finance, and land banking, as well as a deep and abiding commitment to equity and inclusion,” said Andrew Jakabovics, NCST Board President. “Chris has the vision, skill, and heart to increase NCST’s impact and lead NCST’s next chapter. I’m excited to have someone with his diverse background and demonstrated talent as our next President.”

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As we all settle into longer days and much needed vacations, the BroadView Talent team is busier than ever, grateful for the growing number of both new and repeat clients. We are working furiously to deliver diverse candidate outcomes that stick. With a consistently competitive market, we're moving quickly and strategically to attract and retain top talent, advising clients as we go with essential best practices.

We also are busy coaching candidates through the interview process which can confound even the most seasoned executives. Because the smallest details often make the biggest impression, we strive to ensure they put their best foot forward. Knowing where many candidates trip up and avoiding the same mistakes can be the difference between making it to the next round of a dream job — or not.

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In the world of executive search, most searches conclude with a finalist candidate accepting a search firm-mediated client offer that establishes the agreed upon financial terms, start date and on-boarding initiative — important items to any new leader. However, many are surprised to hear that a search firm’s engagement with both client and candidate doesn’t have to end with placement. In fact, post-placement consultation and follow-up is perhaps the most important part of our firm’s search process.

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Heading into the interview process can make even the most seasoned executive sweat. When we facilitate a client’s candidate interviewing process, we do so using what we describe as the 6-3-2 process. This includes a first round pool of six candidates, a second round pool of three and a final round — with board presentations — of two finalists. Knowing where many candidates trip up and avoiding the same mistakes can be the difference between making it to the next round of your dream job — or not.

In the end, there can only be one winner in each and every search. Candidates who master the interview process tend to compete consistently, making it to the final rounds and/or winning the mandate.

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As a search firm, we repeatedly encounter the following scene: A frantic Board Chair or Search Committee member calls because their esteemed founder and long-tenured leader (LTL) has decided to retire. The organization has no succession plan or otherwise strong internal candidates so they must engage a search firm.

It is never easy to replace a founder or otherwise LTL. This is typically someone who many consider a legend, a leader with a distinguished career, remarkable body of work and legacy of profound impact. Accordingly, boards of directors must navigate a sometimes unenviable duality that includes exiting the retiring CEO with grace, professionalism and respect, while partnering with the search firm to recruit the right leader at this stage of the organization’s life cycle. The process requires empathy, inclusivity, transparency, common sense and foresight.

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As spring approaches, the Great Resignation continues to make headlines and search firms across the country are feeling the impact. With plenty of candidates ready to refresh their careers, we remain steadfast in our mission to deliver diverse candidate outcomes. As both we and our clients navigate today's competitive marketplace, we must think outside the box in order to attract and retain top talent.

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When our clients lack internal bench strength and succession planning does not deliver, they retain executive search firms to recruit the organization’s next leader. Whether it’s a CEO, Executive Director or President role (hereafter referred to as CEO), organizations tend to be favorably disposed towards sitting CEO’s, current #1’s. While this may be a safe and traditional strategy for attracting and recruiting their next leader, we advise and firmly believe that our clients are best served by also engaging and giving serious consideration to “strong #2’s.”

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It’s hard for me to believe, but today we celebrate one year since re-branding HCGA Consulting Partners to launch BroadView Talent Partners. This past year has been a whirlwind from a business, marketplace competition and public health perspective, but we wouldn’t change one minute of it. Thank you to everyone who has supported us, referred us and worked with us to bring diverse leadership to our clients in the affordable housing, non-profit and middle market sector clients. As I reflect both on our first year and where we are as a country, we have made good strides in placing women and people of color in leadership roles across all sectors and paid boards.

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As the holidays approach and the end of 2021 nears, we at BroadView Talent are busier than ever meeting a high demand for diverse candidate outcomes. We have shifted our approach to meet this need, more cognizant than ever of the competitive candidate marketplace that both we and our clients must navigate.

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In the past 20 months, we have seen a trifecta of reasons why boards can no longer delay succession planning. For starters, the pandemic has worn out senior leaders mentally, forcing many to retire earlier than they may have originally conceived. In addition, the racial reckoning of 2020 post George Floyd’s murder has forced boards to ressess and reevaluate whether or not their leadership truly reflects and embodies the communities they serve. Lastly, the best and brightest of the XGens and experienced millennials need to be engaged as future leaders or you will lose them to the current candidate market.

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Since May of 2020, we have observed a marked increase in diverse board appointments as well as mandates for searches that deliver not only a diverse candidate pool but also a diverse candidate placement outcome. Our clients are doubling down on this trend because they are motivated and driven to re-establish trust within the communities they serve by placing executive leadership that is representative of its demographics.

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October 6, 2021 (Fairfield, CT) – Boutique executive search firm BroadView Talent Partners, has been retained to find a Chief Financial Officer for Kiva, an international nonprofit with a mission to expand financial access to help underserved communities thrive. This mission-oriented, dynamic and strategic professional will lead the Finance Department, working with the executive leadership team to build Kiva and expand the organization’s impact.

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As the warm days of summer ease and the pandemic continues to make headlines, we in executive search are navigating our own new reality. A brutally competitive environment, precipitously high demand for diverse candidate outcomes and accelerated search imperatives and timelines have all encouraged us to be more nimble while continuously improving our firm's processes and best practices.

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When it comes to executive search, firms across the country have at least one catalyst for staying busy: organizations do not protect all of their STARS. Most often, the candidates we find to fill new client positions are passive. These professionals are reasonably happy at their current employer, but their Highest Career Goals & Aspirations (HCGA) reach above and beyond their current position. Executive leaders are willing to take our calls and listen to our client value proposition when they hear that our client’s role fits their ambitions.

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Welcome! It's been a fast and furious few months since we transitioned from HCGA Consulting Partners to the new BroadView Talent Partners brand on February 1st. Thank you to all those who have provided kind feedback and support! We couldn't be happier working within a new brand that truly reflects who we are as a firm. Read the full 2nd quarter newsletter here.

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