Finding the right executive to lead your organization is no small feat. It takes planning, insight, and balance. Like any worthwhile and challenging activity, it’s much easier to mess it up than it is to get it right. Here’s a list of common mistakes I’ve made and observed over the years—so you can avoid them (or at least commiserate).

Step 1: Skip the Individual Research Phase

Why waste time researching the company when you can gather all the info you need during client intake meetings, right?

What I’ve Learned:

Relying solely on meetings with the client for information guarantees you’ll miss critical insights about the opportunity. These meetings are never long enough to cover everything. Conversations need to be ongoing, and questions should come from thoughtful research and observations in the market. This means doing your homework beforehand and maintaining a dialogue outside of formal meetings (think Slack or other quick updates). With a solid foundation of research, you can ask the right questions and uncover what truly matters.

Step 2: Stick to Mundane Details and Leave the Selling to the Hiring Managers

Want to kill candidate engagement? Recite job details without sharing why they should be excited about the opportunity.

What I’ve Learned:

By selling, I don’t mean turning on your recruiter charm. In fact, overdoing it can backfire. Instead, share what matters most to the candidate: uniqueness in the market, product-market fit, company stage/trajectory, financials, compensation, responsibilities, values, and the current team. Conversely, be prepared to sell the hiring manager on why they should be excited about the candidate - this requires intimate knowledge of candidate requirements and company mission/culture.

Executives aren’t looking for fluff. They want clarity on why the opportunity stands out. Make these key details your conversation starters, and leave the hard sell out of it.

Step 3: “Impress” Your Stakeholders with Tons of Data

Want to annoy your clients? Bury them in loads of recruiting data focused on output and time spent. Be sure to list numbers with no context or interpretation.

What I’ve Learned:

Very few people actually care about you or how hard you’ve worked. They care about how your work impacts them. That’s why raw data—like the number of candidates contacted or time spent on outreach—means little without context.

Instead, interpret the data. Does the number of candidates submitted surpass their expectations? Let them know, and explain how. Are passthrough rates on track with what they’re used to seeing? Either way, tell them. Adding performance comparisons (e.g., this week vs. last week) makes your updates even more useful.

Step 4: Don’t Stray from Exact Candidate Requirements

If a candidate looks perfect on paper, hire them immediately! Conversely, if someone seems promising but has a minor flaw (like switching jobs three years ago), write them off completely.

What I’ve Learned:

A little variety goes a long way when presenting candidates, especially in executive search. While the job description may be specific, fast-growing VC- or PE-backed startups (our typical clients) often don’t know exactly what they need.

The best way for them to refine their understanding of the "perfect" candidate is by talking to diverse, qualified individuals. Flexibility and creativity in candidate selection can uncover someone who’s a better fit than they imagined.

Step 5: Ignore Red Flags About Your Own Company

Does your company have high turnover or a toxic work culture? Don’t address it! Sweep those issues under the rug and hope the new hire doesn’t notice—at least not right away.

What I’ve Learned:

Recruiters sometimes over-focus on wooing strong candidates, falling into "sleazy sales mode." While this might secure a short-term win, it often leads to long-term failure. Overselling without transparency sets unrealistic expectations, which can shorten a candidate’s tenure and harm your team’s credibility.

Instead, acknowledge any challenges and demonstrate a commitment to improvement. This approach not only builds trust but also attracts candidates who are genuinely invested in solving problems alongside your team.

Conclusion:

I hope you found this list helpful and relevant. The hardest part of writing this article was narrowing it down to just five mistakes—there are plenty of ways to make or break an executive search!

The key is to learn from past missteps and focus on continual improvement. Avoiding these pitfalls will go a long way toward ensuring your next search is a success.