Treat hiring as a compounding flywheel. A new employee should not only be a great contributor but also make the company more attractive to future A-players, whether through their network, reputation, or interview presence. This focus on recruiting potential ensures talent density increases over time.

The most promising hires are often high-agency individuals constrained by their current environment—'caged animals' who need to be unleashed. Look for candidates who could achieve significantly more if not for their team or organization's limitations. This is a powerful signal of untapped potential and resourcefulness.

The best agency relationships are partnerships, not just vendor transactions. Asking what they will teach you reframes the engagement towards collaboration and empowerment. A good partner should aim to educate you and your team, leaving your organization more knowledgeable than when they started.

Many leaders hire defensively, trying to avoid a costly mistake. This fear-based mindset leads to negative assumptions and misinterpretations of candidate signals. Shifting to an abundance mindset—believing the right person is out there—fosters curiosity and leads to better evaluation and hiring outcomes.

The difference between a true partner and an employee is whether you seek their counsel on complex problems. If you consistently go to them for advice when you're unsure, they're a partner. If you only give them direction, they are not a "thought partner," which is a red flag for a C-level executive role.

Hiring managers often dismiss strong candidates by making snap judgments based on a resume. Focusing on the person behind the paper—their drive, skills, and potential—frequently reveals that the initially overlooked individual is the perfect fit for the role, according to executive search partner Mitch McDermott.

Boards often default to replacing outgoing members with identical profiles, like a former CEO. An effective search professional must have the "intestinal fortitude" to challenge this, analyze the board's future strategic gaps, and propose candidates who fill those specific needs, which naturally surfaces more diverse talent.

The defining characteristic of a great agency relationship isn't just delivering work, but true integration. They should feel like an extension of the internal team—challenging existing ideas, helping the team grow, and working as a complementary partner rather than a transactional vendor.

A 'no' from a high-value candidate shouldn't be the end of the conversation. The best approach to recruiting is to be persistent over a long time horizon. A rejection today may turn into a hire five years from now if you maintain the relationship.