How do you define the right candidate for a senior role?

A poorly defined role produces the wrong shortlist. This is the most common reason executive searches fail — not because the search was poorly executed, but because the organisation did not know what it was looking for.

Role definition starts with the business context. What is the organisation trying to achieve in the next two to three years? What does this role need to contribute to that? What are the specific challenges the new leader will face in the first 12 months?

The leadership profile follows from the context. What experience is genuinely required — and what is merely preferred? What behaviours are essential for success in this culture? What has caused previous leaders in this role to fail?

The definition should also address the organisational context. Who will the new leader work with? What is the quality of the team they will inherit? What are the political dynamics they will need to navigate?

A good role definition is specific enough to guide sourcing and assessment, but not so prescriptive that it excludes candidates who could succeed in the role. The goal is to describe the person who will be effective, not the person who matches a template.