Having worked with a diverse range of new clients and candidates over the last couple of years, there is one consistent question that keeps coming through!

The magical dark arts of being a headhunter may sound like the title of a new Harry Potter novel, but I often encounter puzzled expressions when people ask, “So, what do you do?” Executive search, or headhunting, if you prefer, carries an air of mystery. Yet once you strip away that mystique and offer a glimpse behind the curtain, you see there’s more method than magic involved.

You will note from some of my previous articles and thoughts, I like to make things as simple as possible, and so in a bid to try and answer the question I wanted to share some thoughts based on the 20 years I have had in this industry, and for the last 12 years with GatenbySanderson, working with some of the most high profile clients across the public sector.

For anyone hesitant to reach out to a head-hunter, whether as a candidate or as a client, let me help demystify the process. Those who know me understand that I am direct, practical, and inclined to keep things simple.

• When Should a Client Reach Out
  Clients typically come to us when they need to secure an exceptional leader for a senior position. Whether this is a highly complex role, one under intense scrutiny, managing transformation or replacing a recent gap, our role is to help them identify, attract, and assess the very best talent available, through a fair, transparent and rigorous process.
• When Should a Candidate Reach Out
  Candidates contact us when they are considering their next challenge, perhaps seeking a new opportunity, exploring possibilities, reviewing a new role that has come to market or standing at a career crossroads.
• What We Do for Clients
  We invest time in understanding both what you need and what you want, two things that are not always identical. From there, we freshly map the current market and design a tailored campaign to attract highly qualified and diverse talent aligned with your ambitions.
  Having spoken to a few clients over the last week or so, it is worth sharing on the back of those conversations, that we can do more than you think we can, like designing candidate packs, EVP’s, receive applications, process applications, place adverts and ensure the copy is inviting and exciting to the market – use the expertise where it exists and can add real value. As one boss used to always tell me, never assume anything.
  Then we assess candidates based on your priorities and present a carefully curated shortlist of individuals who meet those requirements. At that stage, the focus shifts to organisational fit, supported by various tools and methodologies that help determine compatibility.

The true skill lies in uncovering what “good” genuinely looks like for your business. What will enable success? What will elevate performance, drive continuous improvement, set a new direction, or inspire others to come along on the journey?

This clarity only emerges when your head-hunter asks challenging questions, provides honest and informed feedback about the talent landscape, outlines realistic remuneration expectations, and has the experience, credibility and capability to point out, when necessary, that unicorns do not exist. This is not about overpromising, it is about forming a transparent, strategic partnership aimed at securing the right leader, first time.

Why Trust Matters

Successful delivery relies heavily on connectivity and network strength: the ability to understand the brief and know exactly who to call because you really know your candidates. Many claim they can do this, of course, but the true test is whether the person you call will call you back.
This is where candidate relationships matter. If candidates trust you and feel respected, even when they are not selected, they will continue to engage. They will answer your call.

In the End, It Really Is Simple

There is no mystery or illusion but a lot of hard work. A great head-hunter can quickly scan the market, understands the risks and mitigations and simply knows who to call, and how to influence.

This article was written by Michael Dobson,
Partner and Practice Lead,
Central Government
Contact: michael.dobson@gatenbysanderson.com