The Search and Hiring Process

1. The Search and Hiring Process Principles of Good Practice and the Keys to Success Confidential: Intellectual Property of Littleford & Associates and NAIS

2. Decide by the fiscal year beginning June 30 if possible • Ensure chemistry of consultant and search chair • Understand the implications of the price of the service Hiring the Consultant

3. Ensure you know who you are “getting” if you choose a large search firm • Determine how much process vs. product you want: do you want a placement firm or “full service”? • Clarify the consultant’s role in screening names, checking references and building rapport with candidates • The consultant should provide a complete description of services offered including fees and expenses (and how often he/she will be present on site) • Decide how “democratic” you want to be, i.e., the level of constituent input you want to gather and the cost associated with that choice Hiring the Consultant

4. The consultant should make known the other clients for which he or she is currently conducting a search to fill a similar position, including those that may compete with yours • The consultant should be conducting a manageable number of searches at any given time to ensure quality attention to each client. (What is the number that you are comfortable with?) NAIS Principles of Good Practice Regarding Search Consultants

5. The search consultant should make every effort to understand the school, its mission and its culture(and write a unique profile). • The school NOT the candidate is the client. • The search chair/consultant relationship and frequent contact are key to success NAIS Principles of Good Practice Regarding Search Consultants

6. A candidate who is a sitting head and seriously considering another headship should inform his board chair in confidence (when?) • The consultant should not invite the candidacy of a head of school placed in that position by the consultant’s firm within the last 5 years. NAIS Principles of Good Practice Regarding Search Consultants

7. The consultant should describe the role of the search committee in checking references. • The consultant should emphasize the importance of discretion and confidentiality to both the committee and candidates NAIS Principles of Good Practice Regarding Search Consultants

8. Littleford & Associates recommends interviewing board members individually and key constituents in focus groups to develop a list of key candidate qualifications and qualities • If desired an online survey may be used to gather data • Littleford & Associates recommends a workshop to present this feedback to the entire board The Consultant Should Develop a Leadership Profile

9. The consultant develops the profile to be reviewed by the search committee and then shared with the committee • The profile may be posted on the websites of appropriate national and regional associations as well as other networks. • The profile may be posted on the school website The Consultant Should Develop a Leadership Profile

10. The search consultant should have one “point person” for all communications, usually the chair. • The school should designate one professional and discrete staff member who will provide clerical assistance. The division of labor between the school and the firm should be clear. Communications with the Search Consultant

11. The consultant should: • Be able to “cast a broad net” by contacting sitting heads who may be a good fit but may not be actively seeking a new headship • Know top second tier administrators and aspiring heads • Reach out beyond those who reach out to him or her • Stay in touch with candidates at all stages of the process • Sell all the school to all candidates: never make assumptions that the preferred candidate(s) will remain available and accept your offer The Consultant’s Network

12. The most effective members clearly understand and are able to articulate the mission of the school. • Five to seven board members (limit to Board?) • They have some degree of institutional memory and board service. • They do not represent the interests of any particular group or a personal agenda. • The Chair MAY be the next Board Chair. Composition of the Search Committee

13. School visits should be made only when the candidate and search committee are a mutually serious stage. • Visits to a candidate’s present school should be complete yet at no time jeopardize his or her current position. (only at very finalist stage NAIS Principles of Good Practice for Search Committees

14. A vehicle for soliciting the opinion of key groups: teachers and administrators; students; alumni; and parents • May meet semifinalist candidates and meets finalists • One large group of 15 or subgroups of 4-5 • Members must provide different perspectives, but with a long term, objective view • An alternative to Advisory is “reps” on Board Committee The Role of Advisory Committees

15. The consultant should counsel the advisory committee(s) of their role and help to suggest appropriate questions. • The chair of the advisory committee(s) reports to the search committee chair • One or two key advisory committee members may go on visits to finalists’ schools. • Note: advisory committees do not have ultimate decision-making authority The Role of Advisory Committees

16. Care must be taken in handling the candidacy of current administrators. • Internal candidates may or may not be the “faculty favorite”. • If the internal candidate is not chosen, the School may lose an administrator or retain one who may find supporting the new head difficult. • Understand the risks of even inviting internally interested candidates to be interviewed. Disappointment can be damaging. Consideration of Internal Candidates

17. The consultant should advise the committee on the interviewing of semifinalists and finalists • The actual interviewing is the responsibility of the committee. Interviewing Candidates

18. At the semifinalist stage, each member should be assigned a candidate whose references should be checked carefully. • References should be checked with the candidate’s permission. • Every effort should be made to find references beyond those provided. • Confidentiality and discretion are assumed at all times. • The consultant should suggest questions. The Importance of Reference Checking

19. The consultant should offer counsel on structuring a compensation package that is fair and competitive. • The consultant should offer advice on all elements of the package: salary, retirement, deferred compensation, housing and other benefits. • The board may want to retain outside counsel at this point to facilitate closure on the compensation offer to the favored finalist The Compensation Package

20. The politics of transition and change • Managing the pace and nature of change • Building coalitions • Retaining institutional memory Transition and Change

21. Littleford & Associates recommends a full board transition workshop. • Boards need to understand the challenges and pitfalls pacing new heads and experienced ones in a new headship Counsel on Transitions

22. Global Issues - Local Solutions John C. Littleford 1-800-69-TEACH John@JLittleford.com www.JLittleford.com