How To Actually Recruit Senior Management (Without Losing Your Mind)

Look, I’m just going to say it: hiring senior executives is kind of a nightmare right now.

You’ve probably felt this if you’ve been involved in any executive search recently. The positions sit open for months. You interview what feels like dozens of people. And somehow, you’re still not finding that person who makes you think, “yes, this is the one.”

Here’s what I mean. The average time to fill a senior management role? Three to six months. And that’s if everything goes smoothly, which—let’s be honest—it rarely does. Seventy-five percent of companies say executive recruitment is a top priority, but we’re all kind of fumbling around trying to figure out how to do it well.

The market’s grown to $25.1 billion globally, which sounds impressive until you realize that just means the problem is expensive, not solved.

Why This Got So Hard

The thing is, the executive recruitment landscape isn’t what it used to be. You can’t just tap your network, make a few calls, and find someone great anymore.

Ben Lamarche from Lock Search Group, an executive search firm in Toronto, put it pretty well:

“Companies can’t rely solely on traditional networks and reactive approaches anymore. They must be proactive, strategic and look at something other than conventional candidate profiles.”

And he’s right. The old playbook doesn’t work.

Think about it this way—finding senior leaders now is like trying to find a specific book in a library that’s constantly rearranging itself. The skills that mattered five years ago? Maybe not the same ones you need today. The people who would’ve been perfect candidates? They’re already employed, happy where they are, or they’ve moved into completely different industries.

“These roles demand executives who understand both the operational complexities and the broader business strategy,”

Jon Hill from Tall Trees Talent told me. He works as a maritime recruiter, and finds it especially difficult as the talent pool is so limited.

Start By Knowing What You Actually Need

Okay, so here’s where most companies go wrong before they even start: they create a wish list instead of a real profile.

You know what I mean. “We need someone with 15 years of experience, an MBA from a top-10 school, who’s led transformations in three different industries, speaks four languages, and also happens to be available next week.” It’s… not realistic.

Before you do anything else, you need to figure out what success actually looks like. And I don’t mean listing every qualification you can think of. I mean really thinking about: What does this person need to accomplish in the first year? What kind of leader will fit with your culture? What specific competencies matter most?

“Too many organizations make the mistake of creating a wish list rather than a strategic profile,” Lamarche said. “We work with clients to identify the critical few attributes that will truly drive success.”

The critical few. Not the exhaustive many.

And honestly? About 60% of organisations end up using external search firms for top hires, probably because they realise partway through that this is harder than they thought. Which is fine—just maybe start with a clear profile so you’re not wasting everyone’s time, including the search firm’s.

Cast a Wider Net (No, Wider Than That)

Here’s a mistake I see all the time: companies only look in the obvious places.

They check LinkedIn. They ask their board members for referrals. They maybe post the job on a few industry sites. And then they wonder why they keep seeing the same candidates or no candidates at all.

You need a multi-channel approach. Yes, traditional networking matters. But you also need to be going to industry conferences, maintaining relationships with potential candidates years before you have an opening, and—this is key—actually considering people from outside your immediate industry.

“The best executive hires often come from relationships built over years, not weeks,” Hill pointed out. And you know what? That tracks with what I’ve seen. The companies that do this well aren’t scrambling when a position opens up. They already know three or four people they’d love to bring in because they’ve been building those relationships for years.

Also, and this might surprise you: 40% of executive job openings now are remote or hybrid. Which means you’re not limited to your city or even your region anymore. If you’re still thinking geographically, you’re cutting your talent pool down dramatically for no good reason.

Actually Assess People (Like, Really Assess Them)

Look, I get it. You’ve done three rounds of interviews. Everyone likes the candidate. You just want to make the offer and be done.

But here’s the thing: executive mis-hires are incredibly expensive. Not just in terms of money, though that’s significant. But in terms of time, morale, and momentum.

So you need a robust assessment process. And I mean robust:

Structured behavioral interviews that dig into past decisions. Not just “tell me about a time when…” but really understanding how someone thinks and operates. Reference checks that go beyond calling the three people the candidate suggested. Psychometric assessments that help you understand leadership style and cultural fit. And maybe some realistic previews of what this job actually entails, so there aren’t surprises three months in.

“We encourage clients to involve multiple stakeholders in the assessment process. Board members, direct reports, cross-functional leaders all bring different perspectives.”  Lamarche explained.

And honestly? Use technology where it helps. AI tools for candidate analysis have been shown to improve quality of hire by 30%. Not because AI is magic, but because it can help reduce bias and identify patterns you might miss.

Don’t Forget: They’re Evaluating You Too

Here’s something that’s easy to forget when you’re deep in a search: top executive candidates usually have options.

They’re not desperate. They’re not going to put up with a disorganized process. And every interaction they have with your organization is telling them something about whether they want to work there.

So make sure you’re providing timely communication. Be transparent about challenges—they’ll find out eventually anyway. Give them meaningful interactions with key people. And for the love of everything, don’t drag the process out unnecessarily.

“Executive candidates are assessing the organisation just as intensely as they are being assessed,” Hill said. “A protracted, disorganized recruitment process signals potential organizational dysfunction.”

Think about it: if you can’t make a hiring decision efficiently, what does that say about how you make other decisions?

Build Diverse Leadership (On Purpose)

Okay, this is where I’m going to be direct: diverse leadership teams perform better. That’s just true. Diversity-focused recruitment strategies have grown by 30%, and it’s not because of some trend. It’s because companies have figured out that having different perspectives at the top makes you smarter and more competitive.

But—and this is important—it doesn’t happen by accident.

“Diversity at the senior management level doesn’t happen by accident. It requires deliberately expanding search parameters, questioning assumptions about what qualified candidates look like.”

Lamarche said.

You have to be intentional. That means looking at candidates from different industries, different functional backgrounds, different career paths. It means questioning your assumptions about what “qualified” looks like. And it means creating assessment processes that evaluate potential and capability, not just pedigree.

Because here’s the thing: if you keep hiring people who look like your existing team, you’re going to keep getting the same ideas and approaches. Which might be fine if you’re happy with where you are. But if you’re trying to grow or transform? You need fresh thinking.

Don’t Wait Until You’re Desperate

The companies that do executive recruitment well don’t wait until they have an opening to start looking.

They’re building talent pipelines constantly. They’re doing regular talent mapping to understand who’s out there. They’re maintaining relationships with high-potential candidates. They’re creating succession plans.

And this reduces time-to-fill by 25%, which is significant when you’re talking about executive roles.

“Organisations that invest in pipeline development view executive recruitment as a continuous process rather than an episodic activity,” Hill noted. “They’re constantly scanning the market, building relationships, and positioning themselves as employers of choice.”

It’s like… imagine you’re trying to find a new apartment, but you only start looking the day your lease ends. You’re going to take the first thing that’s remotely acceptable because you’re desperate. But if you start looking months in advance? You have options. You can be choosy. You can find something that’s actually right.

Same principle.

The Job Isn’t Done When They Sign

Here’s a sobering statistic: nearly half of executive hires fail within the first 18 months.

Not because they weren’t qualified. Not because the interview process missed something critical. But because onboarding and integration were inadequate.

So once someone accepts your offer, that’s when the real work begins. You need structured onboarding with clear 90-day plans. You need to introduce them to key stakeholders. You need to help them understand cultural norms. And you need to set them up for early wins so they can build credibility and momentum.

“We stay engaged with placements well beyond their start date,” Lamarche said. “The transition into senior leadership roles is complex, and providing support during those crucial early months significantly increases the likelihood of long-term success.”

And honestly? This makes sense. You just spent months finding this person. You probably paid a search firm. You invested countless hours in interviews and assessments. Why would you not invest in making sure they succeed once they’re actually in the role?

The Bottom Line

Recruiting senior management isn’t easy. If it were, we wouldn’t be talking about it.

But it’s also not impossible. You just need to be strategic, comprehensive, and intentional about it. Create clear leadership profiles. Use multiple sourcing channels. Actually assess candidates thoroughly. Pay attention to the candidate experience. Build diverse pipelines. Maintain relationships proactively. And don’t forget about onboarding.

Companies that do these things consistently? They’re the ones who attract and retain transformational leaders. They’re the ones who have that competitive advantage everyone talks about.

And in an environment where 75% of companies say executive recruitment is a top priority and the competition keeps intensifying? That’s not nothing.

Look, you’re going to make mistakes. Everyone does. But if you approach this thoughtfully and avoid the obvious pitfalls, you’ll be way ahead of most organizations. And maybe, just maybe, you won’t spend six months on your next executive search.