Executive Level Interview Preparation
9 OUT OF 10 Search Firms say
Most executive candidates have poor interview skills.
Hiring the wrong executive can cost millions, but presenting the wrong candidate can cost your firm its relationship.
We documented 84 pre-screen and 166 behavioral questions asked between the presentation of the resume and the offer.
What Candidates “Say” in the Interview Determines Everything.
Here’s what we discovered…
In non-network situations, the candidate is unknown to the employer. This means extensive interviewing to gather enough information for the employer to decide if a second interview or, eventually, and more importantly, an offer might be warranted.
Offers are made based solely upon the information obtained during a series of conversations – the interview process. However, the first interview is usually only 30 to 45 minutes; not near enough time to gather enough of the most critical information necessary to make an informed decision, so a second interview is scheduled, then a third, and so on. Our research showed this was a cumbersome and inefficient method of information gathering that results in information gaps. To the recruiter: How many times have you told a candidate they were not selected because they didn’t have this or that requirement only to find that they did? It just did not come up in the interview, but it’s too late, the employer has moved on, and you are forced to as well. It is this poorly structured process that produces a lack of information. It often results in substandard offers that are less than the executive candidate is willing to accept or prevent the offer entirely.
Our research revealed that most employers, due to this traditional scheme, gather only a fraction of the required knowledge for them to know at what level the candidate would perform or how they might interact with the board, peers, and subordinates before making an offer, so their offer was based on a fraction of what the candidate could do for their company.
This means that most offers are based on only a tiny portion of the candidate’s full capability rather than a complete knowledge of what the candidate would contribute if hired. This mismatch results in lower than acceptable offers, causing the candidate to move on and the company to start a new search.
Kevin Hornish, Senior Vice President, Talent Acquisition, QBE North America (Insurance Industry)
“Most accomplished executives don’t build their careers by honing their résumé writing, interview, and job-seeking skills; they do it by delivering results. If you want to be absolutely certain that your outplaced executive is presented to the market in the best possible way, engage Jackson Stevens. They are absolute experts at crystallizing achievements with incredible detail from the 7 dimensions and getting candidates to the right people.”
Most common interview-killing mistakes at the C-Suite level.
Why Are You Considering a Change?
- I am ready for a new challenge
- I have differences with the Board or CEO
- My company is going in a different direction
- Our corporate culture changed
- We got a new CEO or Board member
Describe Yourself
Most Executives Answer either Personal or Professional:
- Personal Information: They are not interested until the offer stage
- Work History: They have read your resume; they already know
What Was Your Salary Last Year?
If You Give a Number, You Lose
- If it’s lower, you lose money
- If it’s higher, you could be eliminated
- If you refuse, you will likely be eliminated
We have built strategies for every phase of the interview process, and they work – see our LinkedIn and Trust Pilot recommendations from firms and candidates.
Questions for Jackson Stevens?
Call Now: (612) 867-6771
Brent Furse | President & Chief Executive Officer, GeNO
“The first time The Medicines Company (~$1B) used Jackson Stevens was in 2013. Transitions were completed within 120 days. Now The Medicines Company uses Jackson Stevens exclusively for any high-level transitions as multiple subsequent senior executive transitions were effective, and each was very complimentary of the service provided.”
Kevin Hornish, Senior Vice President, Talent Acquisition, QBE North America, a $46B Insurance company
“Most accomplished executives don’t build their careers by honing their résumé writing, interview, and job-seeking skills; they do it by delivering results. If you want to be absolutely certain your outplaced executive is presented to the market in the best possible way, engage Jackson Stevens. They are absolute experts at crystallizing achievements with incredible detail from the 7 dimensions and getting candidates to the right people.”
Dr. Naoki Sawada, Assistant Professor (University of Chicago Medicine & Award-winning R&D Executive)
“It is difficult for non-medically trained people to grasp many scientific and academic aspects during an interview. I was able to articulate my experiences in both arenas in such a way that employers could understand regardless of their background, and I have achieved great results.”
Brent Gordon, Vice President Strategy, Penguin Random House
“Jackson Stevens’s seven-dimensional framework helped me craft compelling achievement stories that proved distinctive during the interview process for multiple executive opportunities, contributing to three simultaneous job offers. I consider Dean a trusted career coach and advisor.”
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